Forming cohesion in culturally heterogeneous teams

Differences in Japanese, Pacific Islander and Anglo experiences

Dados Bibliográficos

ID20501698
AutoresNorman S Wright (Brigham Young University–Hawaii), Glyn P Drewery (American University of Sharjah)
Ano2006
Volume13
Fascículo1
Páginas43-53
Data de publicação2006-01-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoCross Cultural Management An International Journal (JOURNAL)
Identificadores do periódicoISSN: 1352-7606 • E-ISSN: 1758-6089
EditoraEmerald (PUBLISHER)
DOI10.1108/13527600610643475
OpenAlexW1519446704
IdiomaEN
Citações recebidas2
Referências citadas24

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

Creativity · Cultural diversity · Ethnic group · Multiculturalism · Originality · Pacific islanders · Pedagogy · Sociology · Anthropology · Conflict Management and Negotiation · International Student and Expatriate Challenges · Psychology · Social Psychology · Team Dynamics and Performance