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The literature on academic international research teams (AIRTs) has drawn conclusions and made recommendations based on cross-sectional “snapshots” of the research team process – observations made prior to the conclusion of the research project. Several large-scale AIRTs have now evolved through a life cycle including result-related publications. We evaluate and extend the literature using a project life cycle perspective, in which each stage exhibits different challenges and opportunities that influence the quality, reliability and validity of the final research output and the overall viability of the knowledge-creation project. We conclude with recommendations for the effective management of AIRTs and, indeed, perhaps all multinational, globally distributed teams engaged in both basic and applied knowledge creation.

The Global Mindset Inventory® has been developed through a very rigorous theoretical and empirical process. Exploratory and confirmatory factor analysis indicated three components: (a) intellectual capital, (b) social capital, and (c) psychological capital. Each component had good internal reliability. Each component showed evidence for discriminant and convergent validity. The instrument development followed a multiphase, multimethod research methodology, and has robust psychometric properties as evidenced by its strong reliability scores and its multidimensional validity properties.

Bindu Aryais currently a doctoral student in International Business and Strategy at the University of Texas at Dallas. Her dissertation will empirically investigate how collaborative efforts between for-profit, not-for-profit and governmental agencies facilitate outcomes and can function to enhance sustainable development. Her research on how social networks facilitate organizational and group decision-making processes and outcomes has appeared in Journal of Management (forthcoming).

Bryan Adkins is the president of Denison Consulting. His primary expertise is in the area of organizational culture and leadership. He is an experienced consultant and coach working with leaders and teams as they guide their organizations through transitions. Bryan has led a number of large-scale culture change projects and provides consulting services designed to leverage the data collected through the use of the Denison model and associated diagnostics. Bryan holds a master's degree in business from Penn State University and his doctorate in human and organizational studies from The George Washington University.