Top management teams of international joint ventures in Thailand: the effects of Heterogeneity on group processes and goal attainment.

International Joint Venture Top Management Teams: Does Heterogeneity Make a Difference?

“…However, managers who constitute an IJV TMT often come from separate or distinctive cultures and have well developed beliefs and methods for dealing with the complexities of corporate decisionmaking. While excessive levels of trust and cohesion may lead to inferior decisions, theory posits that this outcome is not likely within IJV TMTs due to the complex nature of heterogeneity found in such teams (Julian et al, 2004).…”

“…As a consequence, managers from different backgrounds and organizational experiences are likely to have different attitudes and values and hold divergent points of view (Julian et al, 2004). Team-member differences might encourage debate among managers to such an extent that communication problems and negative reactions by members to the team experience (Julian et al, 2004) inhibit the development of cohesion and trust.…”

“…Team-member differences might encourage debate among managers to such an extent that communication problems and negative reactions by members to the team experience (Julian et al, 2004) inhibit the development of cohesion and trust. These problems would tend to limit interaction among team members and the exchange of valuable information.…”

“…These problems would tend to limit interaction among team members and the exchange of valuable information. As a result of this decreased communication and increased conflict associated with team heterogeneity, there could exist a negative influence on team decision-making processes and outcomes (Julian et al, 2004). Specifically, low levels of trust and cohesion and less frequent communication are likely to negatively affect the quality of decisions which these teams generate (Knight et al, 1999).…”

Influencing Individual Perceptions of Deep Level Diversity in Virtual Learning Teams (VLT)

“…These interactions, with similar others, reinforces and verifies ones beliefs, attitudes, and behaviors [34]. Similarity among team members is positively related to trust, cohesive and other social integration components [35].…”