Given the identified research problem and proposed research questions, the objectives of this research can be articulated as follows1) To examine the influence of an employee's cultural quotient (CQ) on their innovation performance in a multicultural work environment. And 2) To investigate the mediating role of employee inclusion in the relationship between an employee's cultural quotient and their innovation performance.The identification of cultural quotient as comprising metacognitive, cognitive, motivational, and behavioral dimensions is crucial. The dominance of metacognitive cultural quotient suggests that employees’ awareness and understanding of cultural diversity significantly impact their ability to innovate. This finding aligns with studies like who emphasized the importance of cultural intelligence in today’s global business environment. In Huawei's context, the high level of cultural quotient reflects a workforce capable of navigating diverse cultural landscapes, which is indispensable for a multinational corporation.The prominence of individual knowledge sharing over organizational and technological dimensions underscores the importance of personal interactions and networks in the innovation process. This observation is in line knowledge creation theory, which emphasizes the significance of tacit knowledge exchanged through social interactions. Huawei’s high level of knowledge sharing across all three dimensions indicates a robust internal knowledge management system that supports innovative practices.