Cultural Intelligence as a Strategic Approach to Change Management & the Mediating Role of Learning Organization

Namita Mangla () and Kavita Singh
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Namita Mangla: SGT University
Kavita Singh: Faculty of Management Studies

International Journal of Global Business and Competitiveness, 2024, vol. 19, issue 1, No 5, 49-61

Abstract: Abstract In the dynamic landscape of organizational settings marked by continual changes, transformations, and diverse interactions, businesses grapple with the simultaneous management of these challenges. Within this complex scenario, cultural intelligence is proven to be a valuable tool for navigating multicultural interactions. The study investigates the interplay between Cultural Intelligence (CI) and Change Management (CM) at diverse organizational levels and across departments in Indian organizations. Its primary objective is to assess the effectiveness of cultural intelligence and its associated traits in navigating the complexities of change management within organizational contexts. Furthermore, the research delves into the role of learning organizations as a mediator in the relationship between change management and cultural intelligence. Analysis of the collected data reveals a statistically significant positive correlation between cultural intelligence and change management, with learning organizations identified as exerting a noteworthy partial mediating effect. In addition, the study identifies specific traits of cultural intelligence that wield a substantial impact on change management processes. These insights not only provide valuable considerations for organizational practitioners but also pinpoint areas for targeted training initiatives aimed at enhancing cultural intelligence in the context of change management.

Keywords: Change management; Cultural intelligence; Learning organization; Creativity; Patience trust; Extroversion (search for similar items in EconPapers)
JEL-codes: L2 (search for similar items in EconPapers)
Date: 2024
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Citations: View citations in EconPapers (1)

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DOI: 10.1007/s42943-024-00092-8

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