THE INFLUENCE OF CULTURAL QUOTIENT, EMPLOYEE INCLUSION AND KNOWLEDGE SHARING ON INNOVATION PERFORMANCE OF EMPLOYEES

Abstract

In the rapidly evolving global business landscape, understanding the determinants of innovation performance has become pivotal for organizational success and competitiveness. This research explores the intricate relationships between an employee's cultural quotient (CQ), their sense of inclusion within the workplace, the practice of knowledge sharing, and their collective impact on innovation performance. Drawing from both quantitative and qualitative methodologies, the study uncovers significant insights from Huawei's headquarters in Shenzhen, China. Findings indicate a positive correlation between high CQ and enhanced innovation performance, underscoring the value of cultural adaptability. Additionally, a clear link between employee inclusion and innovation emphasizes the need for fostering an inclusive work environment. Knowledge sharing emerges as a catalyst for innovation, wherein open communication and collaborative practices are seen to drive innovative outcomes. The interplay between these factors suggests that for organizations to achieve peak innovative capacities, they must prioritize cultivating high CQ, champion inclusivity, and nurture a robust knowledge-sharing culture. This research not only advances the theoretical discourse on innovation determinants but also offers pragmatic recommendations for organizations in the contemporary globalized business milieu.