Creating Hybrid Team Cultures: An Empirical Test of Transnational Team Functioning

Earley, P. Christopher; Mosakowski, Elaine

doi:10.5465/1556384

Cited by 479 publications

(810 citation statements)

References 27 publications

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“…Particularly, trust building is highly influenced by differences in national culture as this process strongly depends upon the societal norms and values that guide people's behavior and beliefs (Doney et al, 1998;Huff and Kelley, 2003). Earley and Mosakowski (2000) confirm that team identity is affected by the nationality of the team members, and Paul and Ray (2009) report a negative relationship between cultural differences and team social integration in this context.…”

Section: Social Capitalmentioning

confidence: 95%

“…Carmel and Agarwal, 2001;Govindarajan and Gupta, 2001;Kayworth and Leidner, 2000), language training (e.g. DeLone et al, 2005;Govindarajan and Gupta, 2001), creating a hybrid team culture (Earley and Mosakowski, 2000), or instilling a sense of cultural awareness (Kayworth and Leidner, 2000). A comprehensive range of such measures, applied to manage cross-cultural differences in IS offshoring relationships, is provided by Gregory (2010).…”

Section: 3mentioning

confidence: 99%

See 1 more Smart Citation

Managing the Impact of Differences in National Culture on Social Capital in Multinational IT Project Teams – A German Perspective

Stetten

Beimborn

Weitzel

et al. 2011

Theory-Guided Modeling and Empiricism in Information Systems Research

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Section: Social Capitalmentioning

confidence: 95%

Section: 3mentioning

confidence: 99%

Managing the Impact of Differences in National Culture on Social Capital in Multinational IT Project Teams – A German Perspective

Stetten

Beimborn

Weitzel

et al. 2011

Theory-Guided Modeling and Empiricism in Information Systems Research

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“…Previous research reports contrasting evidence about the role of diversity in team work: some studies report significant positive correlations between diversity and performance [11], while others found that diversity negatively impacts team outcomes [30].…”

Section: Introductionmentioning

confidence: 96%

How diverse is your team? Investigating gender and nationality diversity in GitHub teams

Destefanis

Counsell

Swift

et al. 2016

Preprint

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Abstract. Building an effective team of developers is a complex task faced by both software companies and open source communities. The problem of forming a "dream" team involves many variables, including consideration of human factors, and it is not a dilemma solvable in a mathematical way. Empirical studies might provide interesting insights to explain which factors need to be taken into account in building a team of developers and which levers act to optimise collaboration and productivity among developers. In this paper, we present the results of an empirical study aimed at investigating the link between team diversity (i.e., gender, nationality) and productivity (issue fixing time). We consider issues solved from the GHTorrent dataset inferring gender and nationality of each team's members. We also evaluate the politeness of all comments involved in issue resolution. Results show that higher gender diversity is linked with a lower team average issue fixing time and that nationality diversity is linked with lower team politeness.

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“…However, Pelled et al (1999) show that the negative effects of racial diversity on group conflict were minimized during routine tasks. Last, time has been examined as a moderator, particularly in terms of decreasing the negative effects of demographic diversity on group processes (e.g., Pelled et al, 1999; and occasionally in showing the positive effects of demographic diversity over time (Earley & Mosakowski, 2000), but more longitudinal research is still needed. In general, research on the moderating effects of work and task characteristics is very limited (Joshi & Roh, 2009) and only a small fragment of this work emphasizes the positive aspects of diversity for intergroup outcomes, relations or performance.…”

Section: B Positive When?mentioning

confidence: 99%

A Positive Approach to Studying Diversity in Organizations

Ramarajan

Thomas²

2011

Oxford Handbooks Online

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In this article, we distinguish between positive findings in diversity research and a positive approach to studying diversity. We first review and integrate research on diversity from organizational behavior, social psychology and sociology from 1998-2010 that has already documented positive findings in relation to diversity. We discuss this research using two broad categories: (1) to studying diversity and describe some examples of organizational scholarship that has taken such an approach. We also discuss some of the limitations of taking a positive approach to diversity and propose some ways in which diversity scholars interested in taking a positive approach can overcome these limitations. By illuminating both positive findings in diversity research and a positive approach to studying diversity, we hope to spark more research that examines the beneficial and empowering aspects of difference for individuals and groups in organizations.

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Creating Hybrid Team Cultures: An Empirical Test of Transnational Team Functioning

Cited by 479 publications

References 27 publications

Managing the Impact of Differences in National Culture on Social Capital in Multinational IT Project Teams – A German Perspective

Managing the Impact of Differences in National Culture on Social Capital in Multinational IT Project Teams – A German Perspective

How diverse is your team? Investigating gender and nationality diversity in GitHub teams

A Positive Approach to Studying Diversity in Organizations

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