Finding the right mix: How the composition of self‐managing multicultural teams' cultural value orientation influences performance over time

Abstract

SummaryThis research investigates a new type of team that is becoming prevalent in global work settings, namely self‐managing multicultural teams. We argue that challenges that arise from cultural diversity in teams are exacerbated when teams are leaderless, undermining performance. A longitudinal study of multicultural master of business administration study teams found that in the early stage of team formation, teams with a low average level of, but moderate degree of variance in, uncertainty avoidance performed best. Four months post formation, however, teams with a high average level of relationship orientation performed better than teams with a low average level of relationship orientation. Furthermore, a moderate degree of variance in relationship orientation among team members produced better team performance than a low or high degree of variance. These findings suggest that different cultural value orientations exert different patterns of effects on the performance of self‐managing multicultural teams, depending on the stage of team formation. We discuss implications for the composition of self‐managing multicultural teams and its influence on team processes and performance. Copyright © 2012 John Wiley & Sons, Ltd.