How Cultural Profiles and Cultural Intelligence Shape Organizational Performance: Evidence from Tunisian SMEs

Abstract

This study examines how the cultural profile of Tunisian SME leaders influences organizational performance through two key mediating mechanisms: Cultural Intelligence (CQ) and intercultural learning processes. A questionnaire administered to 45 executives measured international exposure, cultural orientations, language proficiency, the three CQ dimensions, intercultural learning practices, and four performance indicators: strategic alignment, innovation, operational efficiency, and internal satisfaction. Results indicate that although leaders show limited international exposure, they display strong motivational and behavioral CQ and relatively good language proficiency. Intercultural learning is active but remains weak in error recognition and correction. Performance is generally positive, except for innovation, which constitutes the main shortfall. The analysis suggests that the cultural profile affects performance primarily through CQ and intercultural learning, confirming their mediating role in organizational adaptation and innovative capacity. These findings highlight the need to strengthen cognitive CQ and increase international exposure in order to foster innovation and enhance the competitiveness of Tunisian SMEs.