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.

Item Type:	Refereed Article
Research Division:	Commerce, Management, Tourism and Services
Research Group:	Strategy, management and organisational behaviour
Research Field:	Organisational behaviour
Objective Division:	Law, Politics and Community Services
Objective Group:	Work and labour market
Objective Field:	Work and labour market not elsewhere classified
UTAS Author:	Earley, PC (Professor Chris Earley)
ID Code:	101817
Year Published:	2000
Web of Science® Times Cited:	676
Deposited By:	Faculty of Business
Deposited On:	2015-07-10
Last Modified:	2015-07-24
Downloads:	0