MS THESIS PROPOSAL

Project manager’s Cultural Intelligence, its impact on Project Performance, with

Mediating Role of Managerial Ambidexterity & Moderating Role of Intercultural
Group Climate, in the contextual setting of Pakistan.

Supervisor

DEPARTMENT OF BUSINESS ADMINISTRATION

Faculty of Business Administration & Social Sciences
CUST

1
 Table of Contents
TABLE OF CONTENTS................................................................................................................................... 2

1. INTRODUCTION:........................................................................................................................................ 3

1.1 BACKGROUND OF THE STUDY...............................................................................................................................3

1.2 GAP ANALYSIS...................................................................................................................................................4
1.3 PROBLEM STATEMENT:......................................................................................................................................5
1.4 RESEARCH QUESTIONS.......................................................................................................................................6
Question 1:.............................................................................................................................................................6
Question 2:.............................................................................................................................................................6
Question 3:.............................................................................................................................................................6
Question 4:.............................................................................................................................................................6
1.5 RESEARCH OBJECTIVES......................................................................................................................................6

2. SIGNIFICANCE OF THE STUDY............................................................................................................... 7

3. SUPPORTING THEORY:............................................................................................................................. 8

TRIARCHIC THEORY OF HUMAN INTELLIGENCE.......................................................................................................8

4. LITERATURE REVIEW............................................................................................................................ 10

4.1. PROJECT MANAGER’S CULTURAL INTELLIGENCE AND PROJECT PERFORMANCE............................................10

4.2. PROJECT MANAGER’S CULTURAL INTELLIGENCE AND MANAGERIAL AMBIDEXTERITY..................................11
4.3. MANAGERIAL AMBIDEXTERITY AND PROJECT PERFORMANCE........................................................................11
4.4. MANAGERIAL AMBIDEXTERITY MEDIATES THE RELATIONSHIP BETWEEN PROJECT MANAGER’S
CULTURAL INTELLIGENCE AND PROJECT PERFORMANCE.......................................................................................12
4.5. INTERCULTURAL GROUP CLIMATE MODERATES THE RELATIONSHIP BETWEEN PROJECT MANAGER’S
CULTURAL INTELLIGENCE AND MANAGERIAL AMBIDEXTERITY............................................................................13

5. RESEARCH MODEL.................................................................................................................................. 13

FIGURE 1.1.............................................................................................................................................................14
5.1 RESEARCH HYPOTHESES..................................................................................................................................14

6. RESEARCH METHODS............................................................................................................................. 15

6.1 RESEARCH DESIGN...........................................................................................................................................15

6.1.1 Type of study...............................................................................................................................................15
6.1.2 Research philosophy and quantitative research.........................................................................................15
6.1.3 Unit of analysis...........................................................................................................................................15
6.1.4Population...................................................................................................................................................15
6.1.5 Sample and Sampling Technique................................................................................................................16
6.1.6 Data Analysis..............................................................................................................................................16
6.2 INSTRUMENTATION.............................................................................................................................................16
6.2.1 Project Manager’s Cultural Intelligence...................................................................................................17
6.2.2 Managerial Ambidexterity..........................................................................................................................17
6.2.3 Project Performance...................................................................................................................................17
6.2.4 Intercultural Group Climate.......................................................................................................................17

7. REFERENCES............................................................................................................................................ 18

8. QUESTIONNAIRE...................................................................................................................................... 24

2
1. Introduction:
1.1 Background of the study

Project is defined by Turner (1990) as, “An endeavor which organizes human,

material and financial resources in a unique manner, to commence a distinctive scope of

work, of required specification, keeping in view time and cost constraint, so that beneficial

change can be achieved through qualitative and quantitative objectives” (Turner & Miller,

2003).

The unique or intricate activities are effectively handled through comprehensive tool

of project management almost from last 30 years. The discipline of project management deals

with unique or intricate activities, which are collectively called a project (Munns & Bjrermi,

1996). Organizations in the modern era need rapid responses to ever changing internal and

external environment. This need further intensifies given the expectations from clients and

competitiveness of the market and has resulted in constant search for creative and innovative

approaches aiming to improve performance of project (Koch & Bendixen, 2005).

International collaboration of organizations is increasing as knowledge intensive

nature of work is demanding. Globalization effect makes it need of an hour for every

organization to survive competitive environment (Friedman, 2017). Soderland (2010)

mentioned that involvement of change elements is increasing in business projects. The

change is not limited to inclusion of new technology but requires evident change in

leadership effectively that enhances the success rate of projects (Gilley et al., 2008; Jones et

al., 2005; Turner & Muller, 2005). The organizations now need managers that can effectively

manage diverse work groups (Jyoti & Kaur, 2015). Wellner (2000) defined cultural

intelligence as a tool that enables individuals to interact with individuals of other cultures

effectively. It is an ability to perform effectively in the environments characterized by

cultural diversity.

3
 Organizations are continuously confronting the challenge of maintaining a balance

between continuous improvement and innovation (Turner & Lee-Kelley, 2012). These two

terms are defined by March (1991) on the scale of requisite for exploitation and exploration,

where scale of exploitation takes into account terms as choice, refinement, execution,

implementation, selection, efficiency, production’, whereas scale of exploration takes into

account terms as innovation, search, discovery, variation, flexibility, risk taking, play,

experimentation. Ambidexterity addresses the part of literature where exploitation and

exploration are used simultaneously to achieve both refinement and innovation.

Cultural diversity affects both individual performance and organizational performance

in a constructive manner (Avery & McKay, 2008). It enhances the element of innovation,

affect workplace environment positively as it allows people from different cultural

backgrounds to interact, reduce cross cultural communication barriers, and also cause multi-

cultural interactions to promote innovative work ideas of different cultures. Organizations

with workforce having cultural diversity can positively affect commitment of employees,

their morale and innovative capability to work (Goldman, Gutek, Stein & Lewis, 2006). It is

significant to study the impact of cultural diversity because it impacts significantly on

important areas like human resource management, organizational culture and employee

relations among themselves and with manager (Ensher, Grant-Vallone & Donaldson, 2001).

Cultural diversity in project based organizations is considered innovative strength of project

team.

1.2 Gap Analysis

Innovative work behavior is an important competency strengthening foundations of

organizations and building up individual capability of employees. Innovative work behavior

stems from cultural intelligence (De Waal, 2012). Project manager’s cultural intelligence is

relatively a new variable and so far cultural intelligence has been studied in the context of

4
traditional organizations. The scope of work on this variable in the context of project based

organizations and as an individual capability of project manager is relatively limited. A recent

study by Korzilius et. al. (2017) highlighted the role of cultural intelligence in innovative

work behavior, but this study utilizes the gap to study project manager’s cultural intelligence

role in enhancing project performance, making it one of the fewer studies in the particular

domain.

While addressing this gap, the study also identifies potential mediator and moderator.

The study suggests that managerial ambidexterity as a mediator along with the variable;

project manager’s cultural intelligence would be an important distinction in the domain of

project management. However, inclusion of Intercultural Group Climate as a moderator is

one of the unique domains which are still needed to be explored in the context of project

management.

There is more room to study these variables in the context of Pakistan because study

using such variables together would be very useful for meeting the competitive innovation of

organizations working in Pakistan. The study will contribute significantly towards the

existing literature as well as towards the research study in Pakistan for project based

organizations.

1.3 Problem Statement:

In the present age of Globalization, project managers have to deal with diversity in

workforce (Martin, 2014). The role played by project manager’s cultural intelligence on the

performance of the project is studied in a limited scope. Study on ambidexterity of an

individual and as a mediating variable is also limited. This study focuses on project

manager’s cultural intelligence impact on project performance with mediating role of project

manager’s ambidexterity. The mediating role of project manager’s ambidexterity to enhance

project performance is yet to be explored in the domain of project management. The

5
moderating role of intercultural group climate between project manager’s cultural intelligence

and managerial ambidexterity is yet to be explored in project management’s domain and

contextual setting of Pakistan. So, this is the novel domain which has not been studied yet

along with all the variables (Project manager’s cultural intelligence, Managerial

Ambidexterity, Project Performance and Intercultural Group Climate).

1.4 Research Questions

On the basis of the stated problems, the present study is intended to find answers for

some questions, brief summary of the questions are as follows:

Question 1: What is the impact of project manager’s Cultural Intelligence on Project

Performance?

Question 2: Does Managerial Ambidexterity mediate the relationship between project

manager’s Cultural Intelligence and Project Performance?

Question 3: Does Intercultural Group Climate moderates the relationship between project

manager’s Cultural Intelligence and Managerial Ambidexterity?

Question 4: What is the significance of the study in the contextual settings of Pakistan?

1.5 Research Objectives

Research objective is to explore the relation between the variables according to the

proposed model, that all of the variables are interrelated with each other to provide the

desired results of increased project performance. In addition, intercultural group climate will

be used as a moderator to identify the strength of the relation between project manager’s

cultural intelligence and managerial ambidexterity. The main aim is to illustrate the new

dimension of cultural intelligence in project management along with managerial

ambidexterity, in order to enhance project performance.

6
The specific objectives of the study are sated below:

 To explore the relationship between project manager’s cultural intelligence and

project performance.

 To explore the relationship between project manager’s cultural intelligence and

project performance through managerial ambidexterity.

 To examine the moderating relationship of intercultural group climate on the

relationship of project manager’s cultural intelligence and managerial

ambidexterity.

 To test empirically and establish the proposed relationships in the creative and

innovative projects of Pakistan.

2. Significance of the study

The world has gradually transformed into a global village and the organizations

maintain competitive edge through innovation. This study examines the personal

dispositional abilities of project managers like cultural intelligence and ambidexterity to

enhance the project performance because in the modern age of globalization projects have

been the most popular way of performing tasks in a specific duration. So, concepts regarding

cultural intellect and ambidexterity of project manager need to be clarified to make sure that

the projects are completed successfully and have positive impact on the society in general.

Overall, the cultural intelligence literature involves thorough research on performance of task

in culturally diverse settings but very limited theoretical papers and empirically tested studies

are available on cultural intelligence and leadership performance (Groves & Feyerherm,

2011).

7
 The study will fulfill the theoretical gap existing in pervious literature because the

research on project manager’s cultural intelligence impact on project performance through

managerial ambidexterity has not been studied in the field of project management within

contextual settings of Pakistan. The study will contribute positively in a productive manner

towards achievement of the desired goals and milestones of the project along with active

involvement of project manager making the best use of cultural diversity of the project team

through his cultural intellect.

Diverse and dynamic age of globalization has caused amalgamation of different

cultures in the workforce. Cross-cultural study of this kind keeping in view project manager’s

cultural intellect and ambidexterity will not only help in literature enhancement for scholars

but also help organizations in Pakistan dealing with cultural diversity like embassies of

different countries operating here, to effectively deal with culturally diverse workforce and

enhance project performance.

3. Supporting theory:

Triarchic Theory of Human Intelligence formulated by Robert J. Sternberg supports

the study and will help to understand the relationship between variables.

Triarchic Theory of Human Intelligence

Robert J. Sternberg, a well-known researcher in the domain of human intelligence, put

forward the triarchic theory of human intelligence. The theory was first of its kind by taking

into account more detailed approach to cognitive studies. Sternberg defines human

intelligence as ‘a cognitive ability directed towards purposive adaptation to, selection and

shaping of, real-world environments relevant to a person’s life’ (Sternberg, 1985). The theory

illustrates how soundly human beings handle changes in their environmental settings

8
throughout life experiences. Sternberg’s triarchic theory of human intelligence comprises of

three sub theories.

The contextual (practical) sub theory relates intelligence to the external world of the

individual; it addresses the questions of what behaviors are intelligent for whom and of

where these behaviors are intelligent. In present study this part of theory relates to project

manager’s cultural intelligence as he interacts with external world of cultural diversity and

seek appropriate behaviors to interact with diverse workforce. The sub theory specifies the

potential set of contents for behaviors that can be characterized as intelligent. The

experiential (creative) sub theory relates intelligence to both the internal and external worlds

of the individual; it answers the question of when behavior is intelligent. This sub theory

specifies the relation between intelligence as exhibited on a task or in a situation, on the other

hand, and amount of experience with task or situation, on the other. The experiential sub

theory relates to both exploratory and exploitative component of managerial ambidexterity.

The componential (analytical) sub theory relates intelligence to the internal world of the

individual; it answers the question of how intelligent behavior is generated. In particular, the

sub theory specifies the potential set of mental mechanisms that underlie intelligent behavior,

regardless of the particular behavioral contents. This part of the theory relates to internal

mental mechanisms of culturally diverse workforce. The three sub theories, taken together,

can be used to understand individual differences, or who is intelligent.

The theory proposed in this study can be viewed holistically to analyze how different

aspects of intelligence work together as a system. Interaction between intelligence and the

internal world relates to meta-cognitive components of brain activity, performance

components and knowledge acquisition components. Interaction between intelligence and

experience relates to cognitive capability of dealing with novelty and capability to mechanize

9
information processing. Interaction between intelligence and external world relates to

components of adaptation, shaping and selection.

4. Literature review

4.1. Project Manager’s Cultural Intelligence and Project Performance

Cultural Intelligence is relatively recent construct in project management literature

and has been considered as learning ability for managers around the globe (Dunning &

Lundan, 2009). Cultural intelligence was assembled initially to determine factors influencing

a person’s capability to successfully mould his/her personality in cultural settings (Earley &

Ang, 2003). In cross-cultural interactions cultural intelligence is not only a personality

disposition factor but also a scale to measure individual’s competencies ahead of stable

differences (Eisenberg et al., 2013).

Cultural Intelligence is one of the components of overall human intelligence composition

other being quantitative and emotional intelligence (Sternberg & Detterman, 1986; Alon &

Higgins, 2005). In the domain of project management, project manager’s cultural intelligence

is one of the effective tools to enhance individual and project performance (Beck, Gregory

and Prifling, 2008). Cultural intelligence has positive impact on job and task performance

(Ramalu et al., 2010; Chen, Lin & Sawangpattanakul, 2011; Ramalu, Rose, Uli & Kumar,

2012). Therefore, this suggests the first hypothesis:

H1: There is positive association between project manager’s cultural intelligence and project

performance.

10
 4.2. Project Manager’s Cultural Intelligence and Managerial Ambidexterity

Ambidexterity has recently become the focus of research in management (Turner,

Maylor & Swart, 2015). It involves exploiting existing knowledge and exploring new

innovative ideas to enhance the creativity and innovation (Eriksson, 2013). Research

indicates that ambidexterity when exhibited on individual level leads to creativity and

innovation the task being performed (Wu & Wu, 2016). The element of ambidexterity is well

refined in the organizational settings having cultural diversity providing opportunities to

diverse workforce to express their innovative ideas and proper channel to exploit and explore

different horizons (Baskarada et al, 2016).

For a leader to be successful in any contextual setting his knowledge about the cultural

background of the workforce and ability to trigger innovation on any organizational level is

must (Chua, Roth & Lemoine, 2014) and for exhibiting it properly the environmental factors

do play important part. Ambidexterity on the individual level along with many other factors

stems from cultural intelligence of the manager, hence my second hypothesis can be stated

as:

H2: There is positive association between project manager’s cultural intelligence and

managerial ambidexterity.

4.3. Managerial Ambidexterity and Project Performance

In the recent age of technological advancements, innovation is the key element

organizations are relying on to have competitive edge over competitors. Firms have to

develop both exploitative and exploratory innovativeness to keep up with the latest trends and

maintain market position (Vrontis et al., 2016). Kang and Snell (2009) are of the view that

organizational innovativeness stems from its human resource base and success of its

operations depends on the innovative capability of the human capital. However, limited

11
insight is available on how individuals attain explorative and exploitative innovative

capabilities to make organization perform in innovative domains (Faisal et al., 2015).

Empirical research on ambidexterity literature reveals that is it advantageous for

organizational, business unit and team performance (Gibson & Birkinshaw, 2004; Jansen,

Simsek & Cao, 2012) however, similar evidence in the domain of project based organizations

is limited. In addition to exploitative and exploratory behaviors, ambidexterity promotes

organizational learning. Organizational learning along with individual innovative capabilities

allows better individual performance in particular and organizational performance in general

(Kobarg, Wollersheim, Welpe & Sporrle, 2017). Hence my third hypothesis can be stated as:

H3: There is a positive association between managerial ambidexterity and project

performance.

4.4. Managerial Ambidexterity mediates the relationship between Project Manager’s

Cultural Intelligence and Project Performance

Intelligence is considered as a capability of human brain to respond to complex and

new situations in flexible manner. Intelligence level increases as humans’ social interacting

phenomenon increases and intelligence level is positively associated with increased social

interaction in different cultures. The cultural hypothesis reaffirms the notion that intelligence

level increase as social interaction levels increases allowing more explorative learning

(Schaik, Burkart, 2011). Individual ability of carrying out explorative and exploitative

activities enables managerial effectiveness and ability to perform job or task more

successfully (Yusof & Othman, 2016).

Recent world economic crisis have made organizations to make adaptability with innovation

their key formula to success and retain competitive edge over the competitors. Recent shift is

towards aligning exploitative innovation with explorative innovation along with workforce

12
having cultural diversity supervised with cultural intellect to ensure success of an

organization (Woods, 2016). Hence my fourth hypothesis would be:

H4: Managerial Ambidexterity plays a mediating role between Project Manager’s Cultural

Intelligence and Project Performance.

4.5. Intercultural Group Climate moderates the relationship between Project

Manager’s Cultural Intelligence and Managerial Ambidexterity.

In the recent era, researchers have focused their efforts to study effects of intercultural

group climate in the workforce. The variable has still not achieved its potential as

methodological approach (Perry, Harp & Oser, 2013). Cultural diversity fosters the group

behavior positively and effectively enhances the work group productivity. Intercultural group

climate positively impacts the decision-making ability of the group (Oetzel, 2017).

When there is intercultural group climate at workplace; it affects employees feelings towards

work and manager positively (Triana, Jayasinghe & Pieper, 2015) enhancing both managerial

and organizational performance. Empirical studies have shown positive impacts of

intercultural group climate on job performance of employees in particular and organizational

performance in general (Burke, 1991; Valentine, Silver & Twig, 1999; Hopkins, 1980;

Ensher, Grant-Vallone & Donaldson, 2001).Hence my fifth hypothesis would be

H5: Intercultural Group Climate moderates the relationship between project manager’s

cultural intelligence and managerial ambidexterity; such that if intercultural group climate is

high then the relationship between project manager cultural intelligence and managerial

ambidexterity would be strengthened.

5. Research Model

13
 Intercultural Group
Climate

Project Manager’s Cultural Managerial Ambidexterity Project Performance

Intelligence

Figure 1.1: Research Model of PM’s cultural intelligence on project performance through

managerial ambidexterity: Moderation of intercultural group climate

5.1 Research Hypotheses

H1: There is positive association between project manager’s cultural intelligence and project

performance.

H2: There is positive association between project manager’s cultural intelligence and

managerial ambidexterity.

H3: There is a positive association between managerial ambidexterity and project

performance.

H4: Managerial Ambidexterity plays a mediating role between Project Manager’s Cultural

Intelligence and Project Performance.

H5: Intercultural Group Climate moderates the relationship between project manager’s

cultural intelligence and managerial ambidexterity; such that if intercultural group climate is

high then the relationship between project manager cultural intelligence and managerial

ambidexterity would be strengthened.

6. Research Methods

Methodology:

3.1 Population and Sample

14
Having a bird eye view on the environmental concerns of stakeholders as well as the
regulatory authorities, it is noted that FMCG and oil/gas sector of Pakistan is putting their
endless efforts towards the marketing and production of societal as well as environmental
friendly related products. Though previous track record indicates that most of the studies are
conducted from the perspective of organizational side and their efforts towards making an
environment friendly atmosphere yet up till now it is not explored from the consumer’s view
point. Therefore, the contemporary study will grasp the focus of attention on the consumers
in the FMCG and oil/gas sectors of Pakistan, consequently.
According to Sekaran (2006), it is noted that the sample size for any particular study to
carried on should be greater than 30 but lesser than 500 is termed as appropriate and suitable
to give accurate results or outcome for any proposed construct constructed under
examination. Therefore, the sample size for the present study will be 1200 consumer’ mainly
the students of university level as they were well conscious, aware and responsive towards
products which are environmental friendly. Due to time and cost constraints, this study will
be limited in the twin cities of Pakistan as compared to time series data from other cities of
Pakistan, respectively.

3.2 Sampling Design

To gather the consumer’s data of Pakistan, the researcher will use the non-probability type of
sampling technique. Additionally, the non- probability sampling technique is a type of
sampling where the sample subjects i.e. elements do not possess the probability to be chosen
(Sekaran, 2006). Furthermore, convenience sampling technique will be used to collect data
from some of the major cities of Pakistan i.e. Islamabad (ISL), Rawalpindi (RWP), Lahore
(LHR), Gujrat (GUJ), Kharian (KRN), Karachi (KCH), Faisalabad (FSB), Peshawar (PWR),
and Sargodha (SRD), consequently. The aim of the present study is to collect the data from
the members of the population who is easily and conveniently approachable and available to
the researcher that’s why this convenience sampling type- a type of non-probability sampling
technique is used (Sekaran, 2006).

3.3 Data Collection Methods

There exists a minimal interference of the researcher and therefore a total of 1200
questionnaires will be administrated personally and directly to the consumers of FMCG,
oil/gas and automobile sector of the country-Pakistan alternatively. Along with the

15
constructed questionnaire, cover letter is also attached displaying the purpose of the study as
well as the researcher’s contact details in case of any query or questionnaire, respectively.
The questionnaire will be designed in such a way that is will be easy for the consumers to fill
and as a result generate honest and truthful response. This kind of response will help to
analyze the proposed relationships appropriately and efficiently. According to Sekaran (2006)
the questionnaire mode is termed as the most efficient way of collecting data as researcher is
well aware about the fact that what is required or demanded actually and how one should
measure the constructed construct or variable of interest correctly?
Due to time constraints and to complete the responses, personally administrated questionnaire
will be used for the local area of Rawalpindi and Islamabad – the twin cities of Pakistan. To
make a quick and appropriate decision, a type of close ended questionnaire will be used as it
saves respondent as well as researchers’ time of obtaining the response by just selecting a
particular given option efficiently (Sekaran, 2006). According to Horst (1968), it is
recommended to keep the length of the questionnaire should be minimum to get the
responsive response on time and therefore the present study questionnaire is one full line in
print asking brief and to the point questions, alternatively.
To give the level of ease and confidence to the respondent, demographic factors should be
asked in the end of the constructed questionnaire. To generate the true and honest responses
from the consumers their anonymity and secrecy of the information will be fully ensured.
Both Females and male’s consumers will be ensured to provide a fair sort of representation in
filling the constructed questionnaire. Moreover, cross-sectional study- data collected more
than once will be carried out. Three time lags should be there for the current study. In the
first-time lag (T1), data of the independent variables will be collected. In the second-time lag
(T2), data of moderating as well as mediating variables will be gathered out and in the third-
time lag (T3), data of the endogenous variables will be collected, alternatively.

3.4 Measurements
All assumed constructs of the contemporary study will be measured via scale of multiple
items where all the following items will be measured and analyzed using a five point Likert
scale ranging from 1= strongly disagree (SDA) to 5= strongly agree (SA), consequently. The
scale of personality having 44 items is adopted from John & Srivastava (1999). Whereas,
Hofstede’s (1997) scale of cultural dimension will be used to measure cultural values. Scale

16
of Religiosity (Gorsuch and McPherson 1989) is used to measure intrinsic and extrinsic
religiosity of the customer. Green Buying Intention of customers will be measured by suing
tool developed by Chan and Lau (2000). The ethical self identity will be measured by using 2
item scales of Shaw and Shiu (2003).

3.5 Statistical Software

The researcher has used two kind of software’s for generating the proposed hypothesized
constructs. Firstly, SPSS- Statistical Package for Social Science, version 21 for analysis of
mediation process. Furthermore, AMOS- Analysis of Moment Structures, version 20 for
purpose of SEM-Structural Equation Modelling. In the first step, data will be entered in a
coded form on SPSS-Software and later on it will be regained to run SEM on AMOS-
Software.

3.6 Pilot Testing

Pilot testing is viable to do for this research as researcher developed the constructed items of
CSR-Consumer Social Responsibility as the research model is going to incorporate new
scales which are not tested previously, therefore for reliability as well as validity of the
questionnaire is surely needed. 100 questionnaires will be distributed for conducting pilot
[Link] check the reliability of the instrument or questionnaire, Cronbach alpha and
Guttman split-half methods will be analyzed to see whether all the values of items were up to
the mark or not. Correlation and regression analysis test will be carried further to predict the
relational as well as causal effects among the constructed variables, respectively.

3.7 Data Analysis Procedure

It is deemed very important and crucial to select an appropriate and reliable research analysis
design, in order to analyze the data correctly and precisely. Therefore, the researcher will
tend to use SPSS to check the reliability and the normality of the data and furthermore,
AMOS for running multivariate analysis technique. EFA-Exploratory Factors Analysis will
be used for validation and instrument development as items of CNSR will be developed by
researcher, alternatively. KMO-Kaiser-Meyer-Olkin coefficient is calculated by the
researcher to measure the overall sampling adequacy. As extracted method, principle
component analysis will be carried out for the exploratory factor analysis in SPSS.

17
Instead of first generation linear as well as multiple regression techniques- the first-
generation multivariate methods, it is preferable to use SEM-Structural Equation Modelling
for gauging the proposed links as exogenous as well as endogenous variables are
incorporated in the contemporary study model, respectively.
SEM is considered as an excellent tool for conducting multivariate analysis techniques
because firstly, for practice and theory, it is the most usable tool for handling complex
proposed relationship process (Bollen, 1989; Dubin, 1976). Secondly, the contemporary
model is not practically and readily possible to analyzed via multiple regression method as
multiple sequential steps is required for this type of regression evaluation. Thirdly, SEM-
Structural Equation Modelling helps in simultaneous analysis of all the identified variables in
the construct and error of measurement is not identified in residual term -aggregated form
consequently (Chin, 1998). Fourthly, SEM helps to model the relationship among IV-
Independent Variable and DV-Dependent Variable as it analyzes the interrelated relationships
in more comprehensive and systematic way (Gerbing & Anderson, 1988). Fifthly,
hierarchical (recursive) and non- hierarchical (non-recursive) structure equations are there for
checking complicated relationships among variables and therefore it helps in presenting a
complete bird view of the model, consequently (Bullock et al., 1994; Hanushek & Jackson,
1977). Lastly, SEM will help to observed as well as latent variables factor loading,
consequently (Gefen et al., 2000). Thus, SEM will be used to examine the interrelationships
among variables and the model fitness, consequently.

3.8 Mediation and moderation Analysis

To analyzed and gauge the hypothesized relationships and their effects, the researcher will
use Preacher and Hayes (2008) method of moderation (MOD), mediation (MED) and
moderated mediation (MOD-MED) as to judge the direct as well as indirect effects more
precisely and accurately.

18
7. References

Alon, I., & Higgins, J. M. (2005). Global leadership success through emotional and cultural

intelligences. Business horizons, 48(6), 501-512.

Avery, D. R., McKay, P. F., & Wilson, D. C. (2008). What are the odds? How demographic

similarity affects the prevalence of perceived employment discrimination. Journal of

Applied Psychology, 93(2), 235.

Baškarada, S., Watson, J., & Cromarty, J. (2016). Leadership and organizational

ambidexterity. Journal of Management Development, 35(6), 778-788.

Beck, R., Gregory, R., & Prifling, M. (2008). Cultural intelligence and project management

interplay in IT offshore outsourcing projects. ICIS 2008 Proceedings, 44.

Burke, R. J. (1991). Work experiences of minority managers and professionals: Individual

and organizational costs of perceived bias. Psychological Reports, 69(3), 1011-1023.

Chen, A. S. Y., Lin, Y. C., & Sawangpattanakul, A. (2011). The relationship between cultural

intelligence and performance with the mediating effect of culture shock: A case from

Philippine laborers in Taiwan. International Journal of Intercultural Relations, 35(2),

246-258.

Chua, R. Y., Roth, Y., & Lemoine, J. F. (2015). The impact of culture on creativity: How

cultural tightness and cultural distance affect global innovation crowdsourcing

work. Administrative Science Quarterly, 60(2), 189-227.

19
De Waal, A. (2012). Characteristics of high performance organizations. Journal of

Management Research, 4(4), 39–71.

Detterman, Douglas K & Sternberg, Robert J (1986).What is intelligence? : contemporary

viewpoints on its nature and definition. Ablex Pub. Corp, Norwood, N.J

Dunning, J. H., & Lundan, S. M. (2009). The internationalization of corporate R&D: a review

of the evidence and some policy implications for home countries 1. Review of Policy

Research, 26(1‐2), 13-33.

Earley, P. C., & Ang, S. (2003). Cultural intelligence: Individual interactions across

cultures. Stanford University Press.

Eisenberg, J., Lee, H. J., Brück, F., Brenner, B., Claes, M. T., Mironski, J., & Bell, R. (2013).

Can business schools make students culturally competent? Effects of cross-cultural

management courses on cultural intelligence. Academy of Management Learning &

Education, 12(4), 603-621.

Ensher, E. A., Grant‐Vallone, E. J., & Donaldson, S. I. (2001). Effects of perceived

discrimination on job satisfaction, organizational commitment, organizational

citizenship behavior, and grievances. Human resource development quarterly, 12(1),

53-72.

Eriksson, P. E. (2013). Exploration and exploitation in project-based organizations:

Development and diffusion of knowledge at different organizational levels in

construction companies. International Journal of Project Management, 31(3), 333-

341.

Faisal Ahammad, M., Mook Lee, S., Malul, M., & Shoham, A. (2015). Behavioral

ambidexterity: The impact of incentive schemes on productivity, motivation, and

20
 performance of employees in commercial banks. Human Resource

Management, 54(S1), s45-s62.

Friedman, T. L. (2017). The world is flat: A brief history of the twenty-first century (Vol. 19).

Farrar, Straus and Giroux.

Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role

of organizational ambidexterity. Academy of management Journal, 47(2), 209-

226.

Gilley, A., Dixon, P., & Gilley, J. W. (2008). Characteristics of leadership effectiveness:

Implementing change and driving innovation in organizations. Human Resource

Development Quarterly, 19(2), 153-169.

Goldman, B. M., Gutek, B. A., Stein, J. H., & Lewis, K. (2006). Employment discrimination

in organizations: Antecedents and consequences. Journal of Management, 32(6), 786-

830.

Groves, K. S., & Feyerherm, A. E. (2011). Leader cultural intelligence in context: Testing the

moderating effects of team cultural diversity on leader and team performance. Group

& Organization Management, 36(5), 535-566.

Gu, V. C., Hoffman, J. J., Cao, Q., & Schniederjans, M. J. (2014). The effects of

organizational culture and environmental pressures on IT project performance: A

moderation perspective. International Journal of Project Management, 32(7),

1170-1181.

Hopkins, A. H. (1980). Perceptions of employment discrimination in the public

sector. Public Administration Review, 131-137.

21
Jansen, J. J., Simsek, Z., & Cao, Q. (2012). Ambidexterity and performance in multiunit

contexts: Cross‐level moderating effects of structural and resource

attributes. Strategic Management Journal, 33(11), 1286-1303.

Jones, R. A., Jimmieson, N. L., & Griffiths, A. (2005). The impact of organizational culture

and reshaping capabilities on change implementation success: The mediating role of

readiness for change. Journal of Management Studies, 42(2), 361-386.

Jyoti, J., & Kour, S. (2015). Assessing the cultural intelligence and task performance

equation: Mediating role of cultural adjustment. Cross Cultural Management, 22(2),

236-258.

Kang, S. C., & Snell, S. A. (2009). Intellectual capital architectures and ambidextrous

learning: a framework for human resource management. Journal of Management

Studies, 46(1), 65-92.

Kobarg, S., Wollersheim, J., Welpe, I. M., & Spörrle, M. (2017). Individual ambidexterity

and performance in the public sector: a multilevel analysis. International Public

Management Journal, 20(2), 226-260.

Koch, C., & Bendixen, M. (2005). Multiple perspectives on organizing: projects between

tyranny and perforation. Building Research & Information, 33(6), 536-546.

Korzilius, H., Bücker, J. J., & Beerlage, S. (2017). Multiculturalism and innovative work

behavior: The mediating role of cultural intelligence. International Journal of

Intercultural Relations, 56, 13-24.

Luijters, K., Van der Zee, K. I., & Otten, S. (2008). Cultural diversity in organizations:

Enhancing identification by valuing differences. International Journal of

Intercultural Relations, 32(2), 154-163.

22
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization

science, 2(1), 71-87.

Martin, G. C. (2014). The effects of cultural diversity in the workplace. Journal of Diversity

Management (Online), 9(2), 89.

Mom, T. J., Van Den Bosch, F. A., & Volberda, H. W. (2009). Understanding variation in

managers' ambidexterity: Investigating direct and interaction effects of formal

structural and personal coordination mechanisms. Organization Science, 20(4), 812-

828.

Mor Barak, M. E., Cherin, D. A., & Berkman, S. (1998). Organizational and personal

dimensions in diversity climate: Ethnic and gender differences in employee

perceptions. The Journal of Applied Behavioral Science, 34(1), 82-104.

Munns, A. K., & Bjeirmi, B. F. (1996). The role of project management in achieving project

success. International journal of project management, 14(2), 81-87.

Oetzel, J. G. (2017). Effective intercultural workgroup communication theory. The

International Encyclopedia of Intercultural Communication, 1-5.

Perry, B. L., Harp, K. L., & Oser, C. B. (2013). Racial and gender discrimination in the stress

process: Implications for African American women's health and well-

being. Sociological Perspectives, 56(1), 25-48.

Ramalu, S. S., Rose, R. C., Kumar, N., & Uli, J. (2010). Doing business in global arena: An

examination of the relationship between cultural intelligence and cross-cultural

adjustment. Asian Academy of Management Journal, 15(1), 79-97.

23
Ramalu, S. S., Rose, R. C., Uli, J., & Kumar, N. (2012). Cultural intelligence and expatriate

performance in global assignment: The mediating role of adjustment. International

Journal of Business and Society, 13(1), 19.

Söderlund, J. (2010). Knowledge entrainment and project management: The case of large-

scale transformation projects. International Journal of Project Management, 28(2),

130-141.

Sternberg, R. J. (1985). Beyond IQ: A triarchic theory of human intelligence. CUP Archive.

Thomas, D. C., Liao, Y., Aycan, Z., Cerdin, J. L., Pekerti, A. A., Ravlin, E. C., ... & Moeller,

M. (2015). Cultural intelligence: A theory-based, short form measure. Journal of

International Business Studies, 46(9), 1099- 1118.

Triana, M. D. C., Jayasinghe, M., & Pieper, J. R. (2015). Perceived workplace racial

discrimination and its correlates: A meta‐analysis. Journal of Organizational

Behavior, 36(4), 491-513.

Turner, J. R., & Müller, R. (2003). On the nature of the project as a temporary

organization. International journal of project management, 21(1), 1-8.

Turner, J. R., & Müller, R. (2005). The project manager's leadership style as a success factor

on projects: A literature review. Project management journal, 36(2), 49-61.

Turner, N., & Lee-Kelley, L. (2013). Unpacking the theory on ambidexterity: An illustrative

case on the managerial architectures, mechanisms and dynamics. Management

Learning, 44(2), 179-196.

Turner, N., Maylor, H., & Swart, J. (2015). Ambidexterity in projects: An intellectual capital

perspective. International Journal of Project Management, 33(1), 177-188.

24
Turner, R. (1990). What are projects and project management? (pp. 1-13). Henley The

Management College.

Valentine, S., Silver, L., & Twigg, N. (1999). Locus of control, job satisfaction, and job

complexity: The role of perceived race discrimination. Psychological

Reports, 84(3_suppl), 1267-1273.

van Schaik, C. P., & Burkart, J. M. (2011). Social learning and evolution: the cultural

intelligence hypothesis. Philosophical Transactions of the Royal Society of London B:

Biological Sciences, 366(1567), 1008-1016.

Vrontis, D., Thrassou, A., Santoro, G., & Papa, A. (2017). Ambidexterity, external

knowledge and performance in knowledge-intensive firms. The Journal of

Technology Transfer, 42(2), 374-388.

Wellner, A. (2000). How Do YOU Spell Diversity?. Training, 37(4).

Woods, K. (2016). Organizational ambidexterity and the multi-generational

workforce. Journal of Organizational Culture, Communications and

Conflict, 20(1), 95.

Wu, Y., & Wu, S. (2016). Managing ambidexterity in creative industries: A survey. Journal

of Business Research, 69(7), 2388-2396.

Yusof, S. M., & Othman, R. (2016). Leadership for Creativity and Innovation: Is Japan

Unique?. Journal of Advanced Management Science Vol, 4(2).

25
8. Questionnaire
Dear Respondent,

My name is *****. As a MS research student at Capital University of Sciences And

Technology, Islamabad, I am collecting data for my research paper titled as “Project
manager’s Cultural Intelligence, its impact on Project Performance, with Mediating Role of
Managerial Ambidexterity & Moderating Role of Intercultural Group Climate, in the
contextual setting of Pakistan”. It will take your 10-15 minutes to answer the questions and to
providing the valuable information. I assure you that data will be kept confidential and will
only be used for academic purposes.

Thanks a lot for your help and support!

Sincerely,
Capital University of Sciences and Technology, Islamabad.

Section I

Gender
1 2
Male Female

Age
1 2 3 4 5
18-25 26-33 34-41 42-49 50 and above

Qualification
1 2 3 4 5 6 7
Metric Inter Bachelor Master MS/[Link]. PhD Post PhD

Experience
1 2 3 4 5 6
0-5 6-10 11-16 17-22 23-28 29 and above

26
Section II: Project Manager’s Cultural Intelligence; 1 = Not at all, 2 = a little, 3 = Somewhat, 4 =
A lot, 5 = Extremely Well

1 I know the ways in which cultures around the world are different. (K)
2 I can give examples of cultural differences from my personal experience,
reading, and so on. (K)
3 I enjoy talking with people from different cultures. (S)
4 I have the ability to accurately understand the feelings of people from other
cultures. (S)
5 I sometimes try to understand people from another culture by imagining how
something looks from their
perspective. (S)
6 I can change my behavior to suit different cultural situations and people. (S)
7 I accept delays without becoming upset when in different cultural situations
and with culturally different people. (S)
8 I am aware of the cultural knowledge I use when interacting with someone
from another culture. (M)
9 I think a lot about the influence that culture has on my behavior and that of
others who are culturally different. (M)
10 I am aware that I need to plan my course of action when in different cultural
situations and with culturally different people. (M)
K=Knowledge Item.
S= Skill Item.
M=Metacognition Item.

Section III: Managerial Ambidexterity; 1= to very small extent, 2= to small extent, 3=

Neither/Neutral, 4= to large extent, 5= to very large extent
To what extent did you, last year, engage in work related activities that can be characterized as
follows?
1 Searching for new possibilities with respect to
products/services, processes, or markets
2 Evaluating diverse options with respect to products/services,
processes, or markets
3 Focusing on strong renewal of products/services or processes
4 Activities of which the associated yields or costs are
currently unclear
5 Activities requiring quite some adaptability of you
6 Activities requiring you to learn new skills or knowledge
7 Activities that are not (yet) clearly existing company policy
8 Activities of which a lot of experience has been accumulated
by yourself
9 Activities which you carry out as if it were routine
10 Activities which serve existing (internal) customers with
existing services/products
11 Activities of which it is clear to you how to conduct them
12 Activities primarily focused on achieving short-term goals
13 Activities which you can properly conduct by using your
present knowledge
14 Activities which clearly fit into existing company policy

27
Section IV: Project Performance; 1= Strongly Disagree, 2= Disagree, 3= Neither Agree/nor
Disagree, 4= Agree, 5= Strongly Agree
1 Projects are completed on time.
2 Projects met budget requirements.
3 Projects met expectations.
4 Project team members are satisfied to work together.
5 Benefits of projects to the organization are high.
6 Projects resulted in sales growth.
7 Projects helped the organization to increase market share.
8 Projects helped the organization improve its competitive
position.

Section V: Intercultural Group Climate; 1= Strongly Disagree, 2= Disagree, 3= Neither

Agree/nor Disagree, 4= Agree, 5= Strongly Agree
1 In our organization we think positively about cultural
differences of colleagues.
2 In our organization we understand and accept different
cultures.
3 In our organization we recommend working with people with
cultural different backgrounds.
4 Differences in cultural backgrounds are discussed openly in
our organization.
5 In our organization we take differences in traditions and
habits (like religion, celebrations) into account.
6 In our organization we see the advantage of differences in
cultural backgrounds of employees.

28