<P> With the rise of globalization, international assignments and multicultural teams,
managing cultural diversity has become essential to organizations. As managing cultural
diversity in team work has historically been a challenge (Earley & Gibson , 2002),
academics and practitioners have directed resources toward enhancing understanding
of how best to manage team diversity and improve effectiveness of international
assignments (Tsui et al, 2007). Cultural Intelligence (CQ) is the abi lity to behave
effectively in culturally diverse situations (Earley & Ang, 2003). Theory and research
suggest that cultural diversity within teams often relate negatively to team member
experiences of team processes, thereby negatively impacting team outcomes. The
current study relies on similarity/attraction theory (Byrne, 1971 ), social identification
theory (Turner, 1982) and self-categorization theory (Turner. 1982) to evaluate the
relationship between cultural diversity and team processes (cohesion , participation,
relationship and task conflict) and team outcomes (performance and satisfaction). The
moderating effect of Cultural Intelligence on the relationship between cultural diversity
and team processes was also explored. Data were collected from fourth year business
school students working in teams of four to six to manage a virtual company competing
with other teams in a stimulated market. A significant negative relationship was found
between cultural diversity and team cohesion and participation; and a significant positive
relationship was noted between cultural diversity and both team relationship conflict and
task conflict. Furthermore, team satisfaction correlated positively with team cohesion and
negatively with both types of team conflict while team performance was unrelated to
team cultural diversity and perceptions of team processes. Finally, team members' CQ positively moderated the relationship between team cultural diversity and team
processes (cohesion, participation and relationship conflict), where the team was
comprised of two different cultures only. Where teams were comprised of members from
more than two cultural groups, the moderation was negative. </p> / Thesis / Doctor of Philosophy (PhD)
| Identifer | oai:union.ndltd.org:mcmaster.ca/oai:macsphere.mcmaster.ca:11375/19399 |
| Date | 08 1900 |
| Creators | Yousofpourfard, Haniyeh |
| Contributors | Hackett, Rick, Business Administration |
| Source Sets | McMaster University |
| Language | English |
| Detected Language | English |
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