Building cross-cultural communication effectiveness: The role of cultural intelligence in managing anxiety, uncertainty, and knowledge sharing

Abstract

Cross-cultural communication is a complex and dynamic process shaped by psychological factors and individual competencies. This paper examines cross-cultural communication effectiveness by extending Anxiety–Uncertainty Management (AUM) Theory and integrating empirical findings on the relationships among anxiety, uncertainty, cultural intelligence (CQ), communication effectiveness, and knowledge-sharing behaviour. Anxiety and uncertainty are conceptualized as psychological barriers that reduce individuals’ ability to predict others’ behaviour, regulate emotions, and maintain psychological stability during intercultural interactions. Drawing on prior studies, this paper argues that communication effectiveness functions as a mediating mechanism that links anxiety and uncertainty to knowledge-sharing behaviour in multicultural contexts. Effective communication enhances accuracy in message transmission and interpretation, thereby fostering trust and collaborative learning. Furthermore, this paper highlights CQ as a critical moderating variable that weakens the negative effects of anxiety and uncertainty on communication effectiveness. Individuals with high CQ demonstrate superior metacognitive awareness, cultural knowledge, intrinsic motivation, and behavioural flexibility, enabling them to navigate ambiguity and complexity in intercultural encounters. Consequently, CQ not only improves communication effectiveness but also strengthens knowledge-sharing behaviour, which is essential for innovation, team performance, and organizational sustainability in multicultural environments. This conceptual paper contributes to intercultural communication scholarship by proposing an integrative framework that links AUM Theory, CQ, and knowledge sharing, and offers practical implications for intercultural training and organizational development.