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The Impact of Team Members’ Cultural Values on Productivity, Cooperation, and Empowerment in Self-Managing Work Teams

University of North Carolina at Greensboro, brad_kirkman{at}uncg.edu

Debra L. Shapiro

University of North Carolina at Chapel Hill

Using a field survey of 81 self-managing work teams (SMWTs) in Belgium, Finland, the Philippines, and the United States, we examined the extent to which team members’ resistance to SMWTs mediated the relationships between team members’ cultural values and team effectiveness. Specifically, we found that teams higher, rather than lower, in collectivism were also more productive, cooperative, and empowered; and that these relationships were fully mediated by the level of team resistance to the team-related aspect of SMWTs. Also, we found that teams that were more, rather than less, doing-oriented were also more empowered, and that this relationship was fully mediated by the level of team resistance to the self-managing aspect of SMWTs. The findings suggest that it may behoove managers who are charged with implementing SMWTs to pay close attention to the predominant cultural values inherent in the teams they lead. Additional practical and theoretical implications are discussed.

Journal of Cross-Cultural Psychology, Vol. 32, No. 5, 597-617 (2001)
DOI: 10.1177/0022022101032005005


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