¿Cómo mejorar el desempeño de los equipos multiculturales? La diversidad como fuente de valor social

  • Laura Esmeralda Guzmán-Rodríguez Tecnológico de Monterrey, México
  • María del Mar Bornay-Barrachina Universidad de Cádiz, España
  • Amaia Arizkuren-Eleta Universidad de Deusto, España
Palabras clave: equipo multicultural, desempeño, liderazgo transformacional, experiencia internacional, sensibilidad cultural, adaptación

Resumen

La comprensión de la diversidad cultural laboral aún es limitada (Jang, 2017). Este estudio responde a la necesidad detectada (Arslan et al., 2021) de analizar mejor la relación entre el desempeño de los equipos multiculturales y las características de sus integrantes. Presentamos un análisis de la influencia del liderazgo transformacional, la experiencia previa internacional, la sensibilidad cultural y la adaptación al equipo sobre dicho desempeño. La información ha sido obtenida de 415 miembros de equipos multiculturales. Las pruebas estadísticas realizadas comprenden un análisis de fiabilidad y validez de las medidas con EQS, un análisis ANOVA para identificar las diferencias significativas a través de la comparación de las medias de las muestras y un análisis de regresión para testar las hipótesis. El número de nacionalidades, la etapa del proyecto, el género y el apoyo organizativo han sido variables de control en el modelo empírico. Respecto al grupo de integrantes, los resultados confirman que existe una relación positiva entre el liderazgo transformacional, la experiencia internacional previa, la sensibilidad cultural, la adaptación y el desempeño general del equipo. El grupo de líderes, por el contrario, solamente considera a la sensibilidad cultural como un factor importante que afecta el desempeño.

Recibido: 22 octubre 2021
Aceptado: 14 febrero 2022

Citas

Anderson, R. J. (2006). The leadership circle profile: breakthrough leadership assessment technology. Industrial and Commercial Training.

Anderson, R. J., y Adams, W. A. (2019). Scaling leadership: building organizational capability and capacity to create outcomes that matter most. John Wiley and Sons.

Arslan, A., Haapanen, L., Ahokangas, P., y Naughton, S. (2021). Multicultural RyD team operations in high-tech SMEs: Role of team task environment and individual team members’ personal experiences. Journal of Business Research, 128, 661-672.

Athanassiou, N., y Nigh, D. (2002). The impact of the top management team’s international business experience on the firm’s internationalization: social networks at work. MIR: Management International Review, 157-181.

Avolio, B. J., y Bass, B. M. (1995). Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership. The Leadership Quarterly, 6(2), 199-218.

Azam, A., Boari, C., y Bertolotti, F. (2018). Top management team international experience and strategic decision-making. Multinational Business Review.

Bass, B. M., y Avolio, B. J. (1990). Developing transformational leadership: 1992 and beyond. Journal of European Industrial Training.

Bayraktar, S. (2019). A diary study of expatriate adjustment: collaborative mechanisms of social support. International Journal of Cross-Cultural Management, 19(1), 47–70. https://doi.org/10.1177/1470595819836688.

Bednall, T. C., E. Rafferty, A., Shipton, H., Sanders, K., y J. Jackson, C. (2018). Innovative behaviour: ¿how much transformational leadership do you need? British Journal of Management, 29(4), 796-816.

Bedwell, W. L. (2019). Adaptive team performance: the influence of membership fluidity on shared team cognition. Frontiers in Psychology, 10, 2266.

Beus, J. M., Jarrett, S. M., Taylor, A. B., y Wiese, C. W. (2014). Adjusting to new work teams: testing work experience as a multidimensional resource for newcomers. Journal of Organizational Behavior, 35(4), 489-506.

Black, J. S. (1988). Work role transitions: A study of American expatriate managers in Japan. Journal of International Business Studies, 19(2), 277-294.

Black, J. S., y Gregersen, H. B. (1990). Expectations, satisfaction, and intention to leave of American expatriate managers in Japan. International Journal of Intercultural Relations, 14(4), 485-506.

Black, J. S., Mendenhall, M., y Oddou, G. (1991). Toward a comprehensive model of international adjustment: An integration of multiple theoretical perspectives. Academy of Management Review, 16(2), 291-317.

Bouncken, R., Brem, A., y Kraus, S. (2016). Multi-cultural teams as sources for creativity and innovation: the role of cultural diversity on team performance. International Journal of Innovation Management, 20(01), 1650012.

Brett, J., Behfar, K., y Kern, M. (2020). Managing multicultural teams (pp. 155-164). Routledge.

Burner, O. Y., Cunningham, P., y Hattar, H. S. (1990). Managing a multicultural nurse staff in a multicultural environment. Journal of Nursing Administration, 20(6), 30-34.

Caligiuri, P. M. (2000). The big five personality characteristics as predictors of expatriate’s desire to terminate the assignment and supervisor-rated performance. Personnel Psychology, 53(1), 67-88.

Choi, S. B., Kim, K., Ullah, S. E., y Kang, S. W. (2016). How transformational leadership facilitates innovative behavior of korean workers. Personnel Review. 45(3), 459-479.

Chuapetcharasopon, P., Neville, L., Adair, W. L., Brodt, S. E., Lituchy, T. R., y Racine, A. A. (2018). Cultural mosaic beliefs as a new measure of the psychological climate for diversity: individual distinctiveness and synergy in culturally diverse teams. International Journal of Cross Cultural Management, 18(1), 7-32.

Clark, D.R., Li, D., y Shepherd, D.A. (2017). “Country familiarity in the initial stage of foreign market selection”, Journal of International Business Studies, pp. 1-31.

Earley, P. C., y Gibson, C. B. (2002). Multinational work teams: A new perspective.

Engelhard, F., y Holtbrügge, D. (2017). Biculturals, team facilitation and multicultural team performance: An information-processing perspective. European Journal of Cross-Cultural Competence and Management, 4(3-4), 236-26.

Feitosa, Jennifer, Rebecca Grossman, y Maritza Salazar (2020). “Debunking key assumptions about teams: the role of culture.” American Psychologist 73, no. 4 (2018). 376.

Gabelica, C., y Popov, V. (2020). “One size does not Fit All”: Revisiting team feedback theories from a cultural dimensions perspective. Group y Organization Management, 45(2), 252-309.

Glew, D. J. (2009). Personal values and performance in teams: An individual and team-level analysis. Small Group Research, 40(6), 670-693.

Goldberg, l. R. (1993). the structure of phenotypic personality traits. American Psychologist, 48(1), 26.

Gonçalves, G., Sousa, C., Arasaratnam-Smith, L. A., Rodrigues, N., y Carvalheiro, R. (2020). Intercultural communication competence scale: invariance and construct validation in Portugal. Journal of Intercultural Communication Research, 49(3), 242-262.

Gorse, C. A., y Emmitt, S. (2007). Communication behaviour during management and design team meetings: a comparison of group interaction. Construction Management and Economics, 25(11), 1197-1213.

Hackman, J. R., y Hackman, R. J. (2002). Leading teams: setting the stage for great performances. Harvard Business Press.

Hair, J. F., Suárez, M. G., Prentice, E., y Soler, D. C. (1999). Análisis multivariante.

Hajro, A., Gibson, C. B., y Pudelko, M. (2017). Knowledge exchange processes in multicultural teams: linking organizational diversity climates to teams’ effectiveness. Academy of management Journal, 60(1), 345-372.

Hao, J., Xie, Z., y Sun, K. (2021). Whose international experience matters more? Decision-makers with international experience in Chinese family firms. Chinese Management Studies.

Hemsworth, D., Muterera, J., y Baregheh, A. (2013). “Examining basss transformational leadership in public sector executives: A Psychometric Properties Review”. Journal of Applied Business Research (JABR), 29(3), 853-862.

Hernández, R., Fernández, C., y Baptista, P. (2010). Metodología de la investigación. Ciudad de México. Mc Graw Hill, 12, 20.

Hernández, R., Fernández, C., Baptista, P., Hernández Sampieri, R., Fernández Collado, C., y Baptista Lucio, M. D. P. (1991). Definición del tipo de investigación a realizar: básicamente exploratoria, descriptiva, correlacional o explicativa. Metodología de la investigación. México. Mc Graw-Hill Interamericana Editores, 57-73.

Hofstede, G. (1985). The interaction between national and organizational value systems, Journal of Management Studies, Vol. 22 (4), pp. 347-357.

Hofstede, G. (2001). Culture’s consequences: comparing values, behaviors, institutions, and organizations across nations, 2nd edition, USA, CA: Sage Publications.

Jackson, S. E., y Joshi, A. (2004). Diversity in social context: a multi-attribute, multilevel analysis of team diversity and sales performance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(6), 675-702.

Jang, S. (2017). Cultural brokerage and creative performance in multicultural teams. Organization Science, 28(6), 993-1009.

Jensen, M., Potočnik, K., y Chaudhry, S. (2020). A mixed-methods study of CEO transformational leadership and firm performance. European Management Journal, 38(6), 836-845.

Jones, G., Chirino Chace, B., y Wright, J. (2020). Cultural diversity drives innovation: empowering teams for success. International Journal of Innovation Science, 12(3), 323-343.

Kang, H., y Shen, J. (2018). Antecedents and consequences of host-country nationals’ attitudes and behaviors toward expatriates: What we do and do not know. Human Resource Management Review, 28(2), 164-175.

Karjalainen, H. (2020). Cultural identity and its impact on today’s multicultural organizations. International Journal of Cross-Cultural Management, 20(2), 249-262.

Kinnebrew, K.C. (2011).” Multinational teams: the relationship between work values and productivity and moderating effect of degree of operational integration”. PhD Thesis. Faculty of the Morgridge College of Education University of Denver. US.

Kirkman, B. L., y Rosen, B. (1999). Beyond self-management: Antecedents and consequences of team empowerment. Academy of Management Journal, 42(1), 58-74.

Kirkman, B. L., y Shapiro, D. L. (2001). The impact of cultural values on job satisfaction and organizational commitment in self-managing work teams: the mediating role of employee resistance. Academy of Management Journal, 44(3), 557-569.

Kirkman, B. L., Shapiro, D. L., Lu, S., y McGurrin, D. P. (2016). Culture and teams. current opinion in Psychology, 8, 137-142.

Kirkman, B. L., Tesluk, P. E., y Rosen, B. (2004). The impact of demographic heterogeneity and team leader-team member demographic fit on team empowerment and effectiveness. Group and Organization Management, 29(3), 334-368.

Kirkman, B. L., y Shapiro, D. L. (2005). The impact of cultural value diversity on multicultural team performance. In Managing multinational teams: Global perspectives. Emerald Group Publishing Limited.

Konanahalli, A., y Oyedele, L. O. (2016). Emotional intelligence and british expatriates’ cross-cultural adjustment in international construction projects. Construction Management and Economics, 34(11), 751-768.

Kraus, S., Schleich, M., Tröster, A., y Roig-Tierno, N. (2019). Cultural diversity in large enterprises: A qualitative analysis from the Alpine Rhine Valley. Journal of Promotion Management, 25(5), 640-663. (Q2).

Le, P. B., y Lei, H. (2017). How transformational leadership supports knowledge sharing: evidence from chinese manufacturing and service firms. Chinese Management Studies.

Lindsay, S., Sheehan, C., y De Cieri, H. (2020). The influence of workgroup identification on turnover intention and knowledge sharing: the perspective of employees in subsidiaries. The International Journal of Human Resource Management, 31(3), 432-455. (Bayraktar).

Lisak, A., Erez, M., Sui, Y., y Lee, C. (2016). The positive role of global leaders in enhancing multicultural team innovation. Journal of Peltokorpiinternational Business Studies, 47(6), 655-673.

Liu, C. H., y Lee, H. W. (2008). A proposed model of expatriates in multinational corporations. Cross cultural management: An international Journal.

Lvina, E., Matveev, A., y Grishin, G. (2019). Transforming cultural barriers into assets: lessons learned from a global insurance broker. Revista de Management Comparat International, 20(3), 226-240.

Marques-Quinteiro, P., Ramos-Villagrasa, P. J., Passos, A. M., y Curral, L. (2015). Measuring adaptive performance in individuals and teams. Team Performance Management.

Matveev, A. (2017). Intercultural competence in multicultural teams. In Intercultural Competence in Organizations (pp. 77-102). Springer, Cham.

Moradi, E. (2020). Validation of Persian translation of the intercultural sensitivity scale using Rasch model. Journal of Ethnic and Cultural Studies, 7(3), 63-75.

Mount, M. K., Barrick, M. R., y Stewart, G. L. (1998). Five-factor model of personality and performance in jobs involving interpersonal interactions. Human Performance, 11(2-3), 145-165.

Murphy, W. H., y Anderson, R. E. (2020). Transformational leadership effects on salespeople’s attitudes, striving, and performance. Journal of Business Research, 110, 237-245.

Ng, T. W. (2017). Transformational leadership and performance outcomes: Analyses of multiple mediation pathways. The Leadership Quarterly, 28(3), 385-417.

Nguyen, N. T. T., Nguyen, N. P., y Hoai, T. T. (2021). Ethical leadership, corporate social responsibility, firm reputation, and firm performance: A serial mediation model. Heliyon, 7(4), e06809.

Nielsen, B. B., y Nielsen, S. (2011). The role of top management team international orientation in international strategic decision-making: the choice of foreign entry mode. Journal of World Business, 46(2), 185-193.

Nielsen, B. B., y Nielsen, S. (2013). Top management team nationality diversity and firm performance: A multilevel study. Strategic Management Journal, 34(3), 373-382.

O’Reilly, C. A., y Chatman, J. A. (2020). Transformational leader or narcissist? how grandiose narcissists can create and destroy organizations and institutions. California Management Review, 62(3), 5-27.

Ochieng, E. G., y Price, A. D. (2010). Managing cross-cultural communication in multicultural construction project teams: the case of Kenya and UK. International Journal of Project Management, 28(5), 449-460.

Park, S., y Park, S. (2019). Employee adaptive performance and its antecedents: review and synthesis. Human Resource Development Review, 18(3), 294-324.

Peltokorpi, V., y Zhang, L. E. (2020). Exploring expatriate adjustment through identity perspective. International Business Review, 29(3), 101667.

Peng, J., Li, M., Wang, Z., y Lin, Y. (2021). Transformational leadership and employees’ reactions to organizational change: evidence from a meta-analysis. The Journal of Applied Behavioral Science, 57(3), 369-397.

Puck, J. F., Mohr, A. T., y Rygl, D. (2008). An empirical analysis of managers’ adjustment to working in multi-national project teams in the pipeline and plant construction sector. The International Journal of Human Resource Management, 19(12), 2252-2267.

Pulakos, E. D., Arad, S., Donovan, M. A., y Plamondon, K. E. (2000). Adaptability in the workplace: development of a taxonomy of adaptive performance. Journal of Applied Psychology, 85(4), 612.

Ramos-Villagrasa, P. J., Passos, A. M., y García-Izquierdo, A. L. (2019). From planning to performance: the adaptation process as a determinant of outcomes. The Journal of Applied Behavioral Science, 55(1), 96-114.

Rhoades, L., Eisenberger, R., y Armeli, S. (2001). Affective commitment to the organization: the contribution of perceived organizational support. Journal of Applied Psychology, 86(5), 825.

Ratasuk, A., y Charoensukmongkol, P. (2019). The role of team trust and team conflict on innovative performance of multicultural teams in the restaurant. Thammasat Review, 22(2), 1-18.

Santos, C. M., Uitdewilligen, S., y Passos, A. M. (2015). Why is your team more creative than mine? the influence of shared mental models on intra-group conflict, team creativity and effectiveness. Creativity and Innovation Management, 24(4), 645-658.

Schmid, S., y Mitterreiter, S. (2020). Understanding top managers’ careers: how does career variety impact tenure on the board? European Management Journal.

Schneider, S. C., y Demeyer, A. (1991). Interpreting and responding to strategic issues: the impact of National culture. Strategic Management Journal, 12: 307-320.

Sheehan, M., Garavan, T. N., y Morley, M. J. (2020). Transformational leadership and work unit innovation: A dyadic two-wave investigation. Journal of Business Research, 109, 399-412.

Stahl, G. K., y Maznevski, M. L. (2021). Unraveling the effects of cultural diversity in teams: A retrospective of research on multicultural work groups and an agenda for future research. Journal of International Business Studies, 52(1), 4-22.

Sullivan, D. (1994). “Measuring the degree of internationalization of a firm”. Journal of International Business Studies, 25(2), 325-342.

Tabassi, A. A., Abdullah, A., y Bryde, D. J. (2019). Conflict management, team coordination, and performance within multicultural temporary projects: evidence from the construction industry. Project Management Journal, 50(1), 101-114.

Tabassi, A. A., Roufechaei, K. M., Bakar, A. H. A., y Yusof, N. A. (2017). Linking team condition and team performance: A transformational leadership approach. Project Management Journal, 48(2), 22-38.

Tshetshema, C. T., y Chan, K. Y. (2020). A systematic literature review of the relationship between demographic diversity and innovation performance at teamlevel. Technology Analysis and Strategic Management, 32(8), 955-967.

Van Dijk, D., Kark, R., Matta, F., y Johnson, R. E. (2020). Correction to: collective aspirations: collective regulatory focus as a mediator between transformational and transactional leadership and team creativity. Journal of Business and Psychology, 1-2.

Van Woerkom, M., y De Reuver, R. S. (2009). Predicting excellent management performance in an intercultural context: A study of the influence of multicultural personality on transformational leadership and performance. The International Journal of Human Resource Management, 20(10), 2013-2029.

Varma, A., Yoon, Y. J., y Froese, F. J. (2020). Expatriate demographic characteristics and host country national support: an empirical investigation in Central/South America. Cross Cultural y Strategic Management.

Vashdi, D. R., Levitats, Z. S., y Grimland, S. (2019). Which transformational leadership behaviors relate to organizational learning processes? The Learning Organization.

Woehr, D. J., Arciniega, L. M., y Poling, T. L. (2013). Exploring the effects of value diversity on team effectiveness. Journal of Business and Psychology, 28(1), 107-121.

Wu, Q., Cormican, K., y Chen, G. (2020). A meta-analysis of shared leadership: Antecedents, consequences, and moderators. Journal of Leadership and Organizational Studies, 27(1), 49-64.

Yammarino, F. J., y Bass, B. M. (1990). Transformational leadership and multiple levels of analysis. Human Relations, 43(10), 975-995.

Publicado
2022-04-14
Cómo citar
Guzmán-Rodríguez, Laura Esmeralda, María del Mar Bornay-Barrachina, y Amaia Arizkuren-Eleta. 2022. «¿Cómo Mejorar El desempeño De Los Equipos Multiculturales? La Diversidad Como Fuente De Valor Social». Boletín De Estudios Económicos 76 (232), 143-70. https://doi.org/10.18543/bee.2228.