CREATING HYBRID TEAM CULTURES: AN EMPIRICAL TEST OF TRANSNATIONAL TEAM FUNCTIONING.

TLDR

Conceptual work on status hierarchies, faultlines, and group membership informs the design of transnational team structures. The study hypothesizes a curvilinear relationship between national heterogeneity and team performance in hybrid transnational teams. A qualitative field study produced a mediation model of transnational team dynamics, followed by two confirmatory laboratory studies. Results confirm the curvilinear pattern, showing that both homogeneous and highly heterogeneous teams outperform moderately heterogeneous ones over time.

Abstract

Focusing on hybrid team culture within transnational teams as a facilitator of group interaction, we hypothesized a curvilinear relationship between team heterogeneity on nationality and effective performance. Through a qualitative field study, we developed a mediation model of the effects of transnational team dynamics. Two confirmatory laboratory studies followed. The hypothesized curvilinear relationship was confirmed, with homogeneous and highly heterogeneous teams outperforming moderately heterogeneous ones in the long run. Drawing from conceptual work on status hierarchies, group “faultlines,” and group membership, we discuss implications for team structures in transnational settings.