ABSTRACT
This study shows that the national cultural background – measured via Hofstede’s (1980) and Hall&Hall’s (1990) typologies – of team members in global innovation teams influences project performance. Our work has gained a rich understanding of the effects of project management instruments and team work quality dimensions on the performance of global innovation processes. We find that uncertainty avoidance moderates the relationship between a person’s autonomy and project innovativeness as well as the relationship between team coordination and project performance. Further, individualism, power distance, and culturally grounded diverse preferences for communication moderate the effect on project management and team work quality dimensions on performance. Polychronic time use also moderates the relationship between standardization and innovation performance. Implications for research and practice are discussed to conclude this paper, as well as areas for further research.
Keywords
national culture; team members; global innovation; innovativeness.