To read the full version of this content please select one of the options below:

Forming cohesion in culturally heterogeneous teams: Differences in Japanese, Pacific Islander and Anglo experiences

Norman S. Wright (Brigham Young University Hawaii, Laie, Hawaii, USA)
Glyn P. Drewery (Department of Management and Marketing, American University of Sharjah, Sharjah, United Arab Emirates)

Cross Cultural Management: An International Journal

ISSN: 1352-7606

Article publication date: 1 January 2006

Abstract

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.

Keywords

Citation

Wright, N.S. and Drewery, G.P. (2006), "Forming cohesion in culturally heterogeneous teams: Differences in Japanese, Pacific Islander and Anglo experiences", Cross Cultural Management: An International Journal, Vol. 13 No. 1, pp. 43-53. https://doi.org/10.1108/13527600610643475

Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited