An empirical analysis of managers' adjustment to working in multi-national project teams in the pipeline and plant construction sector

Abstract

This article empirically investigates the adjustment of managers to working in multi-national
\nproject teams in the pipeline and plant construction industry. The members of such teams
\ncome from diverse national backgrounds and there is no single culture dominating the team.
\nWhile there has been a lot of research on multi-cultural teams, organizational socialization
\nand expatriate issues, so far these areas have been investigated separately. This article
\ncontributes to research in these fields by developing and empirically testing a model
\ncontaining a number of antecedents and consequences of the adjustment of individuals when
\nworking in multi-cultural project teams. The findings highlight the importance of crosscultural
\nsensitivity for individuals’ adjustment in such teams, as well as the positive role of
\nadjustment for individuals’ satisfaction, commitment and intention to stay with the team.