Collaborating across cultures: Cultural metacognition and affect-based trust in creative collaboration

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• 作者：Roy Y.J. Chua^a ; ^{rchua@hbs.edu} ; Michael W. Morris^b ; ¹ ; ^{mwm82@columbia.edu} ; Shira Mor^b ; ^{SMor13@gsb.columbia.edu}
• 关键词：Intercultural relations ; Creativity ; Trust ; Culture ; Metacognition
• 刊名：Organizational Behavior and Human Decision Processes
• 出版年：2012
• 期刊代码：38_07495978
• 类别：dec
• 出版时间：July, 2012
• 卷：118
• 期：2
• 页码：116-131
• 文件大小：412 K

摘要

We propose that managers adept at thinking about their cultural assumptions (cultural metacognition) are more likely than others to develop affect-based trust in their relationships with people from different cultures, enabling creative collaboration. Study 1, a multi-rater assessment of managerial performance, found that managers higher in metacognitive cultural intelligence (CQ) were rated as more effective in intercultural creative collaboration by managers from other cultures. Study 2, a social network survey, found that managers lower in metacognitive CQ engaged in less sharing of new ideas in their intercultural ties but not intracultural ties. Study 3 required participants to work collaboratively with a non-acquaintance from another culture and found that higher metacognitive CQ engendered greater idea sharing and creative performance, so long as they were allowed a personal conversation prior to the task. The effects of metacognitive CQ in enhancing creative collaboration were mediated by affect-based trust in Studies 2 and 3.