Abstract
As part of the globalizing work environment, new forms of organizations have emerged, ranging from international to transnational organizations. These organizations require high levels of cross-national interdependence, and often the formation of multicultural teams (MCTs), nested within them. Members of MCTs hold diverse cultural identities, affecting their understanding, interpretation, and manner of responding to various situations (Erez & Earley, 1993). Employees who operate in this global multinational context are expected to develop shared common meanings, values, and codes of behaviors in order to effectively communicate with each other and coordinate their activities.
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