Abstract
Global project teams (GPTs) have emerged in the 21st century as the primary construct by which complex and often high-stakes changes of global scale are planned and delivered. Data from the field of GPT practice includes the recurrent observation that some GPT practitioners seem to thrive in the cross-cultural context of the GPT, while others flounder. This research paper explores how cultural diversity influences motivation and performance within the GPT. It extracts themes of interest from a detailed literature review and further explores them in the context of a field study of 79 GPT practitioners in 21 countries. CQ-motivation emerges as a potent predictor of motivation and performance in the GPT. The study concludes that GPT team selection processes which actively leverage CQ-motivation, project manager ownership, and the prioritisation of attitude over functional skills, will be supportive of superior GPT performance.
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