Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups

By Günter K. Stahl, Martha L. Maznevski, Andreas Voigt, Karsten Jonsen. 2010

1,162 citations recorded by the source corpus.

Subfields: Communication, Gender Studies, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2d2fc98c0fa92bcf05b895734222ac91987699ac

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Citations in the corpus

Duality in Diversity: How Intrapersonal and Interpersonal Cultural Heterogeneity Relate to Firm Performance (2019, background): “Prior work focusing on cultural diversity in groups and teams has examined surface-level traits such as race and nationality, as well as deep-level values that are measured using proxies such as the national cultural distance between group members (Stahl et al., 2010).”
Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance (2014, positive): “We argue that there are several reasons why network studies of team processes should attend to the cultural diversity of a team (indexed here by nationality—see Stahl et al., 2010).”
Gender and Tenure Diversity in GitHub Teams (2015, background): “Meta-analyses have tried to rationalize these contradictions by examining how effects are mediated by context ( e.g. , group type, group size, or task complexity [31,54]), research design, or sample characteristics [54].”
Skilled migrants' career capital as a source of competitive advantage: implications for strategic HRM (2015, result): “Yet, findings in this domain are also mixed, sometimes describing positive outcomes related to the presence of multiculturals (Fitzsimmons, Miska, & Stahl, 2011), while at other times clearly suggesting process losses, task conflict as well as decreased social integration (Stahl et al., 2010).”
The Costs of Ambient Cultural Disharmony: Indirect Intercultural Conflicts in Social Environment Undermine Creativity (2013, background): “This research shows that cultural diversity, though indeed contributory to innovation (Giambatista & Bhappu, 2010; Stahl et al., 2010), must be carefully managed 2013 1569Chua in practice, especially when the desired outcome is creative thinking and innovation in a global multicultural context.”
A Process-Based Explanation of the Psychic Distance Paradox: Evidence from Global Virtual Teams (2014, background): “Team diversity, often in the form of country affiliation, demographic characteristics, or personality differences, have been examined extensively and generated significant insights into how team diversity affects team performance (e.g., meta-analysis by Stahl et al. 2010).”
Organizational diversity programs across cultures: effects on absenteeism, turnover, performance and innovation (2015, background): “When diversity is high, this process will result in stronger in-group–out-group distinctions, leading to negative social processes that compromise group performance (Chua, 2013; Cunningham & Sagas, 2004; Ely, 2004; Stahl et al., 2010).”
The impact of language barriers on trust formation in multinational teams (2014, methodology): “Whereas cultural diversity may positively or negatively affect a team’s communication effectiveness (Stahl et al., 2010a; Stahl, Maznevski, Voigt & Jonsen, 2010b), language diversity has exclusively been related to impediments in communication (Harzing et al., 2011).”