Effects of a Dyad's Cultural Intelligence on Global Virtual Collaboration

Research problem: The purpose of this study is to examine the effects of the cultural intelligence of a dyad (a team of two persons) on its global virtual collaboration processes and outcomes. Research question: Does a dyad's cultural intelligence have an effect on global virtual collaboration processes and outcomes? If yes, which effects does that cultural intelligence have? Literature review: We review literature on the management of cultural diversity in global virtual collaboration and cultural intelligence. The literature suggests that cultural diversity in global virtual teams is mainly managed with rigid approaches, which are ineffective in many situations. Leveraging cultural intelligence has the potential to improve global virtual collaboration. However, its effects at the team level or in a virtual setting are not yet clear. Methodology: We used a collaboration simulation with 70 participants recruited from two public universities in China and Germany to study the effects of cultural intelligence. Quantitative and qualitative data were collected through questionnaires, voice recorders, and computer logs. Bale's interaction process analysis was used to code the voice recordings, and ordinary least-squares regression was used to test the hypotheses. Results and conclusions: The results indicate that cultural intelligence has an effect on global virtual collaboration; the lower cultural intelligence and the higher cultural intelligence in a dyad exert different effects on global virtual collaboration. Specifically, the lower cultural intelligence significantly influences the frequency of collaborative behaviors, which further influence group satisfaction. In contrast, the higher cultural intelligence significantly influences the deliverable quality. The findings advance the understanding of the effects of cultural intelligence at a dyad level and on proximal behavioral outcomes. The study has practical implications for global virtual collaboration practitioners and collaborative virtual environment designers. The study is limited by using student subjects and a self-report measure of cultural intelligence, as well as by examining global virtual teams in their simplest form. Future studies are suggested to examine contingency factors on the relationships between cultural intelligence and global virtual collaboration processes and outcomes.