Forming cohesion in culturally heterogeneous teams

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.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 43 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.