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Some other companies, have attached importance to
cultural diversity management and cultural intelligence trai-
ning, and their employees have been reported to perform be-
tter in sustainable innovation (Ang et al, 2007). Cultural diver-
sity management supports sustainable innovation. Managers
should improve employees’ CQ through cross-cultural expe-
rience and training, and control the level of organizational cul-
tural differences.
The next recommendation is to improve employee
cultural intelligence to achieve higher performance. Cultural
intelligence promotes innovative behavior and positively im-
pacts employee performance and job adaptation. Employees
with high cultural intelligence may have better communication
skills with colleagues from different cultural backgrounds, may
be more adaptable, and may be able to better manage the
organization’s multicultural environment.
These are important employee characteristics and qua-
lities. Therefore, in the process of human resource recruitment,
organizations should pay attention to cultural intelligence ca-
pabilities and select staff with high cultural intelligence who
can effectively integrate into the corporate culture. In the field
of human resources training, we should pay attention to culti-
vating employees’ cognitive abilities with respect to multi-cul-
turalism, increase education about cross-cultural knowledge,
and increase the use of cross-cultural experience projects to
enhance cultural intelligence.
The final recommendation is to improve the level of em-
ployee knowledge sharing. The nature of knowledge sharing is
interaction and learning, and while knowledge sharing reflects
an individual’s behavior, it also forms an organizational clima-
te. If the staff in the organization are willing to share knowledge
with others and learn from each other, it forms a transmission
mechanism that promotes innovative behavior. Therefore,
managers should promote knowledge-sharing behavior wi-
thin the organization. This includes strengthening support for
knowledge-sharing behavior in performance appraisals, orga-

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