AcknowledgementsWe thank Sebastian Reiche for his helpful comments on an earlier draft of this manuscript. We are very grateful for the constructive and thoughtful guidance by special issue editors Rebecca Piekkari and Mary Yoko Brannen, as well as three anonymous reviewers. MNTs in three German automotive corporations, we show how MNT members' cognitive and emotional reactions to language barriers influence their perceived trustworthiness and intention to trust, which in turn affect trust formation. We contribute to diversity research by distinguishing the exclusively negative language effects from the more ambivalent effects of other diversity dimensions. Our findings also illustrate how surface-level language diversity may create perceptions of deep-level diversity.Furthermore, our study advances MNT research by revealing the specific influences of language barriers on team trust, an important mediator between team inputs and performance outcomes. It thereby encourages the examination of other team processes through a language lens. Finally, our study suggests that multilingual settings necessitate a reexamination and modification of the seminal trust theories by Mayer, Schoorman (1995) andMcAllister (1995). In terms of practical implications, we outline how MNT leaders can manage their subordinates' problematic reactions to language barriers and how MNT members can enhance their perceived trustworthiness in multilingual settings.