The role of cultural intelligence in facilitating tacit knowledge sharing in Australian information and communication technology organisations

The role of cultural intelligence in facilitating tacit knowledge sharing in Australian information and communication technology organisations

In a world of rapidly changing technology, ICT companies require significant tacit knowledge transfer for product development and innovation as well as for sustainable and competitive advantage. However, transferring tacit knowledge among culturally diverse ICT professionals can be challenging due to cultural differences. Thus, ICT professionals require specific skills – awareness, and understanding of cultural differences, interest in interacting with other cultural co-workers and willingness to adjust their behaviour in cross-cultural interactions – to function effectively in a culturally diverse workplace. Cultural intelligence (CQ) – the capability to function and manage effectively in cross-cultural settings – can aid ICT professionals in overcoming cross-cultural interaction challenges. CQ comprises four components: metacognitive CQ, cognitive CQ, motivational CQ and behavioural CQ. While
research suggests these components help individuals interact effectively in culturally diverse settings, the link between CQ components and tacit knowledge sharing in a culturally diverse workplace setting has not been adequately addressed in the literature. The objective of this research, therefore, is to explore the role of CQ components in facilitating tacit knowledge sharing among ICT professionals in a culturally diverse work setting.

This study uses a qualitative research approach, with data collected through 36 semi structured in-depth interviews with ICT professionals in culturally diverse work settings in Australian ICT organisations. A literature review provides the research foundation and a theoretical context that informed participant selection and interview protocol. This study uses thematic analysis to provide the interpretive perspective necessary for analysing the collected qualitative data.

The study makes three significant findings. The first is that the four CQ components each play an important role in facilitating tacit knowledge sharing through relevant sub-dimensions. From the interview data, evidence emerged that metacognitive CQ aids in developing the ability of Australian ICT professionals to select an appropriate tacit knowledge-sharing approach; cognitive CQ enhances their tacit knowledgesharing intention and behaviour; motivational CQ increases willingness to share tacit knowledge in a cross-cultural work setting; and, finally, behavioural CQ assists in developing an attitude that supports sharing tacit knowledge. A second major finding is that all four CQ components are interrelated and interact synergistically in facilitating tacit knowledge sharing. The third major finding is that there is empirical support for the theoretical assumption of a link between tacit knowledge sharing and CQ outcomes.

This study increases understanding of how all four CQ components play their roles in facilitating tacit knowledge sharing, and adds to the knowledge of the domain of CQ and knowledge management in the ICT industry context. Additionally, this research offers a practical conceptual framework for using CQ that can be deployed in culturally diverse ICT work settings to understand the importance of CQ and how CQ components can be utilised to share tacit knowledge effectively. This framework extends the literature on CQ and knowledge management by explaining the relationship between CQ components and tacit knowledge sharing. ICT organisations need to focus on enhancing ICT professionals’ CQ in order to assist them in sharing their tacit knowledge in a culturally diverse work setting.