Purpose The purpose of this paper is to assess the cultural influences on knowledge sharing behavior in project teams. Design/methodology/approach In this paper a simulation setting is used to assess the cultural influences on knowledge sharing. All intercultural simulations were part of an educational program, in intercultural management (MBA level) and of executive development programs respectively. Findings The findings in the paper show that different cultural backgrounds of team members due to different ethnicities, gender, national culture or functions create a context of cultural complexity, which might affect knowledge sharing in a negative way. The results of the simulations show that the different identities of team members have an important influence as they might trigger sentiments of negative stereotyping. The findings also reveal that knowledge sharing is only likely to occur if new project members are welcomed emotionally as valuable contributors to a common task. Research limitations/implications Given the exploratory nature of this paper, it suggests using the results as a starting ground for future empirical research. The propositions that were developed on the basis of the research may be tested in subsequent studies applying a different research methodology. Practical implications Based on the paper's findings, recommendations for project management in situations of cultural complexity are developed. Originality/value The paper extends existing knowledge on cultural influences in knowledge sharing especially in the context of project teams.
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