“One Size Does Not Fit All”: Revisiting Team Feedback Theories From a Cultural Dimensions Perspective

Gabelica, Catherine; Popov, Vitaliy

doi:10.1177/1059601120910859

Cited by 13 publications

(8 citation statements)

References 191 publications

(234 reference statements)

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“…This supports past research showing that team composition— related to personality in these studies—may be a relevant factor for inculcating team norms (Gonzalez-Mulé et al, 2014; Raver et al, 2012). Gabelica and Popov (2020) noted advances made in recent research to expand the number of criterion variables examined with regard to cultural value effects. Our study contributes to this positive trajectory.…”

Section: Discussionmentioning

confidence: 99%

The influence of team cultural value orientations on norms of conduct in hybrid teams: Implications for team cohesion and performance

Hill

Villamor

2022

Group Processes & Intergroup Relations

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We advance team composition research by adopting a team-norms perspective to examine the effects of team members’ cultural value orientations—collectivism and uncertainty avoidance orientation—on team functioning and performance in hybrid teams (i.e., teams combining face-to-face and mediated communication). Using data collected at three points in time from a sample of self-managing project teams, results support our proposed theoretical model. Team members’ mean level of collectivism and uncertainty avoidance both positively relate to norms of conduct in a team. In addition, team norms indirectly influence team performance through cohesion when team virtuality and team task knowledge are both high, with team virtuality moderating the team norms–cohesion relationship, and team task knowledge moderating the team cohesion–performance relationship. Our findings suggest that characteristics of contemporary teams—team cultural value orientation and team virtuality—have important implications for how norms for acceptable conduct develop and their consequences for team performance.

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Section: Discussionmentioning

confidence: 99%

The influence of team cultural value orientations on norms of conduct in hybrid teams: Implications for team cohesion and performance

Hill

Villamor

2022

Group Processes & Intergroup Relations

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“…For instance, it has been widely studied that culturally heterogeneous teams can achieve higher levels of innovativeness and performance than culturally homogeneous teams ( Feitosa et al, 2018 ; Stahl and Maznevski, 2021 ). Teams with members from various cultures can provide a broader range of perspectives, task-related knowledge, abilities, and skills ( Gabelica and Popov, 2020 ).…”

Section: Cultural Diversity and Multicultural Team Performancementioning

confidence: 99%

Individual characteristics on multicultural team performance: does the role played by leaders and team members matter?

Guzmán-Rodríguez,

Arizkuren-Eleta,

Agarwala

et al. 2023

Front. Psychol.

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The main purpose of this study was to analyze the impact of individual characteristics of cultural sensitivity, adaptability, cohesion, and cultural diversity on the multicultural team performance. Also, we analyzed the moderating effect of being a team member or a team leader on the relationships mentioned above. To test out hipotheses, data were collected from 415 members of multicultural teams specifically, from 304 team members and 111 leaders. The findings provided evidence to support a positive relationship between cultural sensitivity, adaptability, cohesion, and team performance. Cultural diversity did not show a significant impact on team performance. The study also showed that the leaders and members had different perceptions about the factors that influence team performance. For instance, team members consider that cohesion influences team performance, while leaders consider adaptability as the key factor to achieve performance. Main implications from findings are discussed.

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“…Supporting this research, a previous study conducted by Josephine and Riantoputra [25] in Indonesia showed a high correlation between MMBTP and MMBIF, while Mero et al's [17] study conducted in America showed an insignificant correlation. Cultural factors might explain the difference in the correlation between MMBTP and MMBIF in Indonesia and America, as cultural factors can influence how individuals perceive and process feedback, such as in the process of mentoring [60]. Further research may want to investigate cultural factor, such as high power distance, that potentially affect the way employees perceive monitoring behavior from their leaders.…”

Section: Plos Onementioning

confidence: 99%

Employee accountability in Indonesia: The role of formalization, managerial monitoring behavior and perceived competence

2022

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Accountability is an imperative element of organizations that Human Resource Management establishes as a behavior guideline. It encourages employees to be responsible for decisions and actions they took. Employing Social Cognitive theory, this study aims to investigate the mechanism of how formalization influences employee accountability. We hypothesize that this relationship is mediated by managerial monitoring behavior and perceived competence. Data was collected from 331 employees of a government agency in Indonesia. Structural equation modelling analysis reveals that (1) formalization directly and indirectly influences employee accountability, and its direct effect is higher than its indirect effect, suggesting the importance of formalization system in Human Resource Management; (2) the contribution of perceived competence as a mediator between formalization and employee accountability is higher than the contribution of managerial monitoring behavior, suggesting the importance of micro-foundations of Human Resource research; (3) the relationship between formalization and employee accountability was serially mediated by managerial monitoring behavior, which was preceded by managerial monitoring behavior for task performance and continued by managerial monitoring behavior for interpersonal facilitation This study contributes to international Human Resource Management literature by explaining the mechanism by which formalization affect accountability.

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“One Size Does Not Fit All”: Revisiting Team Feedback Theories From a Cultural Dimensions Perspective

Cited by 13 publications

References 191 publications

The influence of team cultural value orientations on norms of conduct in hybrid teams: Implications for team cohesion and performance

The influence of team cultural value orientations on norms of conduct in hybrid teams: Implications for team cohesion and performance

Individual characteristics on multicultural team performance: does the role played by leaders and team members matter?

Employee accountability in Indonesia: The role of formalization, managerial monitoring behavior and perceived competence

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