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Forming cohesion in culturally heterogeneous teams Differences in Japanese, Pacific Islander and Anglo experiences

Forming cohesion in culturally heterogeneous teams Differences in Japanese, Pacific Islander and... Purpose – Aims to create a better understanding those factors that influence group cohesion in culturally heterogeneous teams. Design/methodology/approach – The hypotheses presented were tested on a sample of 250 students from a small Hawaiian university, comprising 140 Anglo, 28 Japanese and 82 Pacific Islander representatives. Findings – The processes and actions that influence cohesion very significantly. Broadly, the research indicates that individuals from different cultures experience the same behaviours in multicultural teams differently. Practical implications – There needs to be a willingness to examine the group experience from the point of view of the cultural other and then to explore that experience in an open way. Originality/value – This study helps to fill one gap in the understanding of culturally heterogeneous teams but is also the starting‐point for additional investigation into the complex dynamics of such teams. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Cross Cultural Management: An International Journal Emerald Publishing

Forming cohesion in culturally heterogeneous teams Differences in Japanese, Pacific Islander and Anglo experiences

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
1352-7606
DOI
10.1108/13527600610643475
Publisher site
See Article on Publisher Site

Abstract

Purpose – Aims to create a better understanding those factors that influence group cohesion in culturally heterogeneous teams. Design/methodology/approach – The hypotheses presented were tested on a sample of 250 students from a small Hawaiian university, comprising 140 Anglo, 28 Japanese and 82 Pacific Islander representatives. Findings – The processes and actions that influence cohesion very significantly. Broadly, the research indicates that individuals from different cultures experience the same behaviours in multicultural teams differently. Practical implications – There needs to be a willingness to examine the group experience from the point of view of the cultural other and then to explore that experience in an open way. Originality/value – This study helps to fill one gap in the understanding of culturally heterogeneous teams but is also the starting‐point for additional investigation into the complex dynamics of such teams.

Journal

Cross Cultural Management: An International JournalEmerald Publishing

Published: Jan 1, 2006

Keywords: Team working; Cross‐cultural studies; Pacific Region; Japan; North America; United Kingdom

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