Team Cultural Values and Team Performance: The Moderating Influence of Team Interdependence
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Abstract
Abstract
The present study attempts to investigate how the interdependence of work teams moderates the way in which team’s cultural values (Hofstede’s collectivism and high power distance dimensions) are related to the performance of teams. Based on the input-process-output (IPO) and contingency theories, our theoretical model is tested using data collected from employees in accounting offices in the Northeast of Thailand. PLS-SEM analyses of data from 85 teams and 500 members indicated that the collectivism cultural value had a positive effect on team performance in highly interdependent teams; however, high power distance cultural value had a negative effect on team performance in teams with low interdependence. The implications of our findings for team managers and researchers are discussed in the conclusion.
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