Article | Organizational Behavior and Human Decision Processes | July 2012

Collaborating Across Cultures: Cultural Metacognition and Affect-Based Trust in Creative Collaboration

by Roy Y.J. Chua, Michael W. Morris and Shira Mor

Abstract

We propose that managers' awareness of their own and others' cultural assumptions (cultural metacognition) enables them 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.

Keywords: Management; Cross-Cultural and Cross-Border Issues; Relationships; Trust; Social and Collaborative Networks; Creativity;

Citation:

Chua, Roy Y.J., Michael W. Morris, and Shira Mor. "Collaborating Across Cultures: Cultural Metacognition and Affect-Based Trust in Creative Collaboration." Organizational Behavior and Human Decision Processes 118, no. 2 (July 2012): 116–131.