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Purpose The purpose of this paper is to provide a conceptualization of the construct of cultural identity (CI) and develop and validate a measurement scale for the construct. This study examines experience-related cognitions and the positive and negative emotional dimensions in cultural identity. Design/methodology/approach The paper describes the process of the development of the instrument, the sample, as well as the validation of the instrument. This study performs both exploratory factor analysis and confirmatory factor analysis to examine the reliability and validity of the scale developed. Findings The final CI scale has three dimensions: six items for the cognitive dimension, five items for the emotional dimension and seven items for the behavioral dimension. The scale shows internal consistency, reliability, construct validity and nomological validity. Originality/value This is the first CI scale to be developed for the measurement of CI of traditional Chinese medicine.

This study demonstrates how top management team (TMT) conflict impacts new product development (NPD) under cultural differences between Taiwan and the United States. Based on cultural differences, we compare Taiwan and the United States to explore how the heterogeneity of TMT composition leads to team conflict and how TMT conflict affects NPD outcomes in different stages. Several research propositions are presented and indicate that the higher TMT heterogeneity results in a higher degree of team conflict. Furthermore, cognitive conflict positively affects NPD initiation stage, but negative in the implementation stage. From a perspective of cultural differences, managers in Taiwan, compared with those in the United States, tend to sustain organizational cohesion and harmony, emphasize personal relationships, and sidestep direct conflict as much as possible. This cultural characteristic negatively affects NPD initiation, and also wears away the competitive advantages for Taiwanese companies.

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