Research suggested that multicultural team performance is influenced by several variables, but research on the topic has produced conflictive results. It has been suggested that bicultural individuals, due to their dual cultural schemas, can be very competent in mediating the effectiveness of bicultural teams through the use of boundary spanning and conflict perception competencies. Many studies on the topic of multicultural team effectiveness have been performed with college students or under simulated environments, which limits the generalizability of the. To address this research gap, this study provided empirical evidence on the effectiveness of multicultural teams in a real working scenario. A set of validated questionnaires previously published in peer review journals were used to survey 337 bicultural individuals that have been part of a multicultural team for more than one year. The individuals were surveyed on their experience using boundary spanning and conflict perception bicultural competencies and on their rating of the multicultural team effectiveness. Multiple regression analysis indicates that both boundary spanning and conflict perception bicultural competencies have a significant effect on the effectiveness of multicultural teams. Perception of conflict shows the most significant predictive relationship, with immediate conflict resolution, emotional conflict and disagreements on who should do what the most strongly related items to the effectiveness of multicultural teams.
|Subjects||Management; Ethnic studies; Organization theory|
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