Globally distributed teams the effect of diversity on trust, cohesion and individual performance

Globally distributed teams are becoming more common among organizations that seek to maximize knowledge creation and innovation for competitive advantage. Although they are becoming widely used among global organizations, distributed teams are creating an environment replete in cultural and function...

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Bibliographic Details
Published inACM SIGMIS Database: the DATABASE for Advances in Information Systems Vol. 41; no. 3; pp. 27 - 48
Main Authors Garrison, Gary, Wakefield, Robin L., Xu, Xiaobo, `Kim, Sang Hyun
Format Journal Article Trade Publication Article
LanguageEnglish
Published New York ACM-SIGMIS 01.08.2010
Subjects
Communication
Competitive advantage
Discriminant analysis
Information systems
Liability
Productivity
Studies
Teams
Teamwork
Trust
Virtual offices
Virtual teams
Workplace diversity
United States > US
South Korea
United Arab Emirates
Online AccessGet full text
ISSN0095-0033
1532-0936
1532-0936
DOI10.1145/1851175.1851178

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Summary:Globally distributed teams are becoming more common among organizations that seek to maximize knowledge creation and innovation for competitive advantage. Although they are becoming widely used among global organizations, distributed teams are creating an environment replete in cultural and functional diversity. Whereas synergy among members is desired, diversity is likely to hinder team cohesion and individual performance. Our study models and empirically tests the effect of perceptions of diversity on trust, cohesion, and individual performance in actual globally distributed teams. The results indicate that individual productivity is negatively influenced by the extent of diversity within a team; however, this liability may be restrained if an environment of trust is encouraged and team cohesion develops.
ISSN:0095-0033
1532-0936
1532-0936
DOI:10.1145/1851175.1851178