The purpose of this study is to examine the psychological process that motivates host country nationals (HCNs) to share knowledge with expatriate colleagues in multinational corporations. This study adopts a temporal perspective to examine how expatriate empowering leadership fosters HCN knowledge sharing through a self-expansion process and how this process is moderated by specific combinations of HCNs’ cultural intelligence (CQ) dimensions across two stages of their relationship.
A conceptual model is developed based on self-expansion theory, integrating empowering leadership, psychological closeness and CQ as key constructs. The model incorporates a temporal lens by distinguishing between the early stage and developing stage of expatriate–HCN relationships.
The model proposes that empowering leadership enhances HCN knowledge sharing via psychological closeness. In the early stage of the expatriate–HCN relationship (0–12 months), this effect is stronger when HCNs demonstrate high levels of both meta-cognitive and cognitive CQ. In the developing stage of the relationship (1–5 years), the effect is stronger when HCNs demonstrate high levels of both motivational and behavioral CQ.
This study offers actionable guidance for multinational corporations. This study highlights the importance of selecting and training HCNs with the CQ dimensions needed to build effective relationships with their expatriate colleagues at different stages of the relationship. This study also emphasizes the need to develop expatriates’ empowering leadership behaviors that motivate HCNs’ knowledge sharing.
This study shifts the focus from expatriates to HCNs as active agents in knowledge sharing and reconceptualizes knowledge sharing as a process that takes place over time. This study also offers a novel perspective on how combinations of CQ dimensions influence interpersonal dynamics across different stages of the expatriate–HCN relationship.
