The Mechanism Research Of Employee's Culture Intelligence On Task Performance In Cross-cultural Situations

Since joining the WTO,China has met the challenges of the world and integrated global resources in the international perspective,and its economic power has increased dramatically.China's participation in international competition and cooperation is deepening more and more.China's foreign investment has been steadily increasing.At the same time,the investment of multinational corporations in China has also increased and the globalization process has intensified.With the improvement of enterprise internationalization,cross-cultural communication among employees in enterprises is becoming more and more frequent.Diverse work environments require employees to have a higher level of cross-cultural competence.Meanwhile,competition among enterprises is becoming increasingly fierce,and employees' job performance has become an important factor for enterprises' effective operations.In this context,how to improve the work performance of employees in an intercultural environment has become an increasingly concerned issue for human resource managers.In this background,the theory of cross-cultural management has continued to be expanded and deepened,and cultural intelligence has emerged.As a new concept in the cross-research of organizational behavior and cross-cultural management,cultural intelligence has attracted the attention of many scholars.In the previous studies on cultural intelligence and performance,scholars examined the positive impact of cultural intelligence on job performance.However,as an independent dimension of job performance,the impact of cultural intelligence on task performance on has not been verified.Besides,the mechanism of the impact and whether contingent factors have a regulatory effect on this effect are all need future verification.Based on expectancy theory,job performance theory,activation theory and role pressure theory,this paper explores the impact of cultural intelligence on task performance,introduces a new intermediary variable of intercultural effectiveness,tries to explore the mechanism of cultural intelligence on task performance,and opens the black box of cultural Intelligence and task performance.From the perspective of individual context interaction,we explore the moderating effect of openness to experience on the relationship between cultural intelligence and intercultural effectiveness.From the perspective of role pressure theory,we explore the moderating effect of role ambiguity on the relationship between intercultural effectiveness and task performance.The innovation of this paper lies in the exploration of the new mechanism,the selection of trait-specific moderating variables,and the expansion of research objects.The study finds that employees' cultural intelligence can significantly predict their task performance in cross-cultural contexts,intercultural effectiveness plays a partial intermediary role between cultural intelligence and task performance,and openness to experience positively moderates the positive correlation between cultural intelligence and cross-cultural efficacy.Role ambiguity negatively moderates the positive correlation between intercultural effectiveness and task performance.The conclusion of this study can provide a certain degree of theoretical guidance for the management practice of modern enterprise managers,help human resources managers to clarify the relationship between cultural intelligence and task performance,and provide theoretical foundation for improving the task performance of employees in cross-cultural context.