,
Creating hybrid team cultures: An empirical test of transnational team functioning
Academy of Management Journal, 43 (1): 26-49 (2000)
Аннотация
Focusing on hybrid team culture within transnational teams as a facilitator
of group interaction, we hypothesized a curvilinear relationship
between team heterogeneity on nationality and effective performance.
Through a qualitative field study, we developed a mediation model
of the effects of transnational team dynamics. Two confirmatory laboratory
studies followed. The hypothesized curvilinear relationship was confirmed,
with homogeneous and highly heterogeneous teams outperforming moderately
heterogeneous ones in the long run. Drawing from conceptual work
on status hierarchies, group "faultlines," and group membership,
we discuss implications for team structures in transnational settings.
ABSTRACT FROM AUTHOR Copyright of Academy of Management Journal is
the property of Academy of Management and its content may not be
copied or emailed to multiple sites or posted to a listserv without
the copyright holder's express written permission. However, users
may print, download, or email articles for individual use. This abstract
may be abridged. No warranty is given about the accuracy of the copy.
Users should refer to the original published version of the material
for the full abstract. (Copyright applies to all Abstracts) Focusing
on hybrid team culture within transnational teams as a facilitator
of group interaction, we hypothesized a curvilinear relationship
between team heterogeneity on nationality and effective performance.
Through a qualitative field study, we developed a mediation model
of the effects of transnational team dynamics. Two confirmatory laboratory
studies followed. The hypothesized curvilinear relationship was confirmed,
with homogeneous and highly heterogeneous teams outperforming moderately
heterogeneous ones in the long run. Drawing from conceptual work
on status hierarchies, group "faultlines," and group membership,
we discuss implications for team structures in transnational settings.
ABSTRACT FROM AUTHOR Copyright of Academy of Management Journal is
the property of Academy of Management and its content may not be
copied or emailed to multiple sites or posted to a listserv without
the copyright holder's express written permission. However, users
may print, download, or email articles for individual use. This abstract
may be abridged. No warranty is given about the accuracy of the copy.
Users should refer to the original published version of the material
for the full abstract. (Copyright applies to all Abstracts)
