Cultural diversity and group cross‐cultural team research

Bantz, Charles R.

doi:10.1080/00909889309365352

Cited by 37 publications

(24 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Differences in these cultural values have been examined primarily at the societal (national) level (e.g., Hofstede, 1980;Robert et al, 2000;Chen, Brockner, & Katz, 1998). However, recent theory and research have noted their usefulness for predicting job-related attitudes and behaviors at the team level of inquiry also (e.g., Eby & Dobbins, 1997;Workman, 2001;Bantz, 1993). The idea that teams can have a distinct culture is based on the assumption that particular sets of values, norms, beliefs, and assumptions become internalized, shared, and enacted by a team's members (Klimoski & Mohammed, 1994;Anderson & West, 1998;Earley & Mosakowski, 2000).…”

Section: Team Support As Moderated By Cultural Valuesmentioning

confidence: 97%

The proficiency trap: how to balance enriched job designs and the team's need for support

Drach‐Zahavy

2004

J Organ Behavior

View full text Add to dashboard Cite

SummaryThe present study seeks to enlighten our understanding of ways to promote the performance of teams of professionals. Considering that job enrichment practices might block support for a team, and hence its performance, the study examined the moderating effects of cultural factors, namely individualism-collectivism and power distance, and the team leader's practices as a source of support in the job enrichment-team support relationship. Further, the study examined the mediating role of team support in improving the performance of professional teams. Results from 56 healthcare teams from different hospitals indicated that attempts to promote professionals' performance should consider at a minimum how to balance job enrichment practices and the team's need for support. The findings suggest that this balance could be achieved by emphasizing the support provided by the leader, and by strengthening the cultural values of low power distance and collectivism in the team.

show abstract

Section: Team Support As Moderated By Cultural Valuesmentioning

confidence: 97%

The proficiency trap: how to balance enriched job designs and the team's need for support

Drach‐Zahavy

2004

J Organ Behavior

View full text Add to dashboard Cite

show abstract

“…The points of tension on our team have been both structural and interpersonal in form (Bantz 1993). Since we did not all arrive on the team at the same time, some miscommunications and misperceptions about the goals and intentions of the project arose when the four of us initially convened (see Box 3).…”

Section: Messinessmentioning

confidence: 99%

Still methodologically becoming: collaboration, feminist politics and ‘Team Ismaili’

Houston

McLean

Hyndman

et al. 2010

Gender, Place & Culture

View full text Add to dashboard Cite

This article mobilizes a feminist analytic to examine team research and collaborative knowledge production. We center our encounter with team research -a collectivity we named 'Team Ismaili' -and our study with first-and second-generation East African Shia Ismaili Muslim immigrants in Greater Vancouver, Canada. We draw upon feminist politics to highlight the ways in which 'Team Ismaili' at once destabilized and unwittingly reproduced normative academic power relations and lines of authority. A 'backstage tour', of 'Team Ismaili' shows the messiness and momentum of team research and sheds light on how collaborative knowledge production can challenge and reconfirm assumed hierarchies. Even as we are still methodologically becoming, through this discussion we strive to interrupt the prevailing silence on team research in human geography, to prompt more dialogue on collaboration and to foreground the insight garnered through feminist politics.

show abstract

“…Researchers such as Guedon (1974), Gallagher (1988), and Bantz (1993) Vuntut Gwitchin experts believed they provided more comprehensive, explicit, and thoughtful responses in interviews compared to face-to-face group environments (Table 4.36).…”

Section: Ata Collection M Ethodsmentioning

confidence: 99%

“…People with higher status generally have more prestige and command more respect than do people of lower status (Shaw, 1981;Bantz, 1993 conclusions that anonymity makes it easier to change positions based on new insights and to produce more critical thinking on issues.…”

Section: Statusmentioning

confidence: 99%

See 1 more Smart Citation

Constructing partnership: A Delphi study of shared resource management in the North Yukon.

Sherry¹

View full text Add to dashboard Cite

Cultural diversity and group cross‐cultural team research

Cited by 37 publications

References 6 publications

The proficiency trap: how to balance enriched job designs and the team's need for support

The proficiency trap: how to balance enriched job designs and the team's need for support

Still methodologically becoming: collaboration, feminist politics and ‘Team Ismaili’

Constructing partnership: A Delphi study of shared resource management in the North Yukon.

Contact Info

Product

Resources

About