Cross‐cultural group performance

Cross‐cultural group performance Purpose – This paper aims to explore the assumption that the impact of cultural diversity on knowledge creating capability is consequent to associated differences in knowledge and perspectives, and suggests that these knowledge differences produce their effect by triggering deliberative, collaborative behaviours. Design/methodology/approach – To investigate the impact of intervening variables on diversity's impact in teams, the paper assesses whether cognitive heterogeneity operates as a mediating variable between cultural diversity and knowledge creation, and whether debate operates as a second stage mediator. The paper utilises a survey‐based, quantitative approach and collects data from 98 teams, which is analysed using causal steps approach. Findings – The results provide support for the assumed impact of cognitive heterogeneity and also support the existence of sequential mediation pathway, with debate operating as a second stage mediator between cognitive heterogeneity and knowledge creation. Originality/value – The paper advances the research on diversity, cross‐cultural team dynamics and knowledge creation in two main ways. First, it investigates the role of team cognitions in the creation of new ideas by cross‐cultural teams. This responds to calls to understand the factors impacting on the performance of diverse teams (Ayoko and Hartel). Second, it incorporates deliberative team processes into the model as a second‐stage mediator, which responds to calls to understand the role of process variables in team knowledge creation efforts (Drach‐Zahavy and Somech). http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

Cross‐cultural group performance

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696471111103704
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to explore the assumption that the impact of cultural diversity on knowledge creating capability is consequent to associated differences in knowledge and perspectives, and suggests that these knowledge differences produce their effect by triggering deliberative, collaborative behaviours. Design/methodology/approach – To investigate the impact of intervening variables on diversity's impact in teams, the paper assesses whether cognitive heterogeneity operates as a mediating variable between cultural diversity and knowledge creation, and whether debate operates as a second stage mediator. The paper utilises a survey‐based, quantitative approach and collects data from 98 teams, which is analysed using causal steps approach. Findings – The results provide support for the assumed impact of cognitive heterogeneity and also support the existence of sequential mediation pathway, with debate operating as a second stage mediator between cognitive heterogeneity and knowledge creation. Originality/value – The paper advances the research on diversity, cross‐cultural team dynamics and knowledge creation in two main ways. First, it investigates the role of team cognitions in the creation of new ideas by cross‐cultural teams. This responds to calls to understand the factors impacting on the performance of diverse teams (Ayoko and Hartel). Second, it incorporates deliberative team processes into the model as a second‐stage mediator, which responds to calls to understand the role of process variables in team knowledge creation efforts (Drach‐Zahavy and Somech).

Journal

The Learning OrganizationEmerald Publishing

Published: Mar 8, 2011

Keywords: Cross‐cultural management; Team working; Knowledge creation

References

  • Cultural diversity and leadership: a conceptual model of leader intervention in conflict events in culturally heterogeneous workgroups
    Ayoko, O.B.; Hartel, C.E.J.
  • Information dynamics, learning and knowledge creation in organizations
    Bhatt, G.
  • Cognitive diversity among upper‐echelon executives: implications for strategic decision processes
    Miller, C.C.; Burke, L.M.; Glick, W.H.
  • Cognitive diversity and consensus in group decision making: the role of inputs, processes, and outcomes
    Mohammed, S.; Ringseis, E.
  • Measuring and Assessing Organizations
    Van de Ven, A.H.; Ferry, D.L.

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