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It also examines the issue of knowledge sharing among em-
ployees when encountering changes in organizational culture
differences.
Compared with the existing research, this study provi-
des new insights about the sustainable innovation behavior of
employees in the context of organizational cultural diversity.
First, previous studies on individual innovation behavior have
not considered the impact of employee diversity cultural ma-
nagement ability (CQ). The impact of employee cultural intelli-
gence, as an individual’s cross-cultural ability and trait, on an
employee’s sustainable innovation behavior deserves further
study. Second, previous studies on the impact of organiza-
tional culture on employees’ innovation behavior have consi-
dered specific aspects, but have not integrated cross-cultural
ability, the organizational culture situation, and knowledge in-
teraction. Third, although the impact of knowledge sharing on
employee innovation behavior has been empirically verified,
more research is needed to assess whether employees are
willing to share knowledge with colleague with different cultu-
ral backgrounds in the context of organizational cultural diver-
sity.

Cultural Diversity Strategies (CDS)

Several organizational diversity strategies (also referred to as
a diversity approach, diversity orientation, and diversity pers-
pective) have been identified in the previous research. Among
the studies with the most comprehensive lists of CDSs, Pod-
siadlowski et al. (2013) and Ortlieb and Sieben (2013) each
identified five strategies addressing diversity. Juxtaposing the-
se two studies results in the identification of six independent
types of CDS at the organizational level:
1)Homogeneity strategy. In line with the similarity-at-
traction effect (Montoya & Horton, 2013), this strategy empha-
sizes person–organization fit, and seeks employees with va-
lues, attitudes, and behaviors similar to the majority within the

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