Acceso usuarios
China
Ethnocentric conduct among employees is observed in multicultural work environments characterised by the presence of individuals from diverse origins. The existence of ethnocentrism inside the workplace has been observed to have repercussions for colleagues. Nevertheless, despite the significance of the aforementioned factors, there hasn't been a considerable pertinent scholarly study on how these aspects affect the localisation of human resources. This research closes the gap in the literature by integrating ethnocentrism and human resource localisation variables. We used Andrew F. Hayes PROCESS V4.0 to assess the hypothesised relationship between employees' ethnocentric behaviour and human resource localisation success. In addition, employee knowledge-sharing tendency works as a mediator, and employee cultural intelligence (CQ) is a moderated mediator. From the analysis of 361 respondents from multinational Company (MNC) workers, we found that ethnocentric behaviour reduces employee knowledge-sharing tendency among workers and, in return, reduces human resource localisation success. However, CQ moderates the mediated relationship between employee knowledge-sharing direction and localisation success. We also found that when employees have high CQ, the negative effect of ethnocentrism on localisation success weakens. Managers of multicultural organisations should reduce ethnocentrism to ensure the success of human resource localisation. MNCs can consider employing culturally intelligent individuals and giving them sensitivity training. Future research can integrate other variables, such as the firm's cultural characteristics, to continue this research domain. Further research can also consider collecting data from nations with high cultural distances; comparative studies between two countries are also encouraged.
