National Culture, Networks, and Individual Influence in a Multinational MAnagement Team

Abstract

Individual influence is thought to shape team performance. However, empirical studies of its potential determinants in multicultural teams, including national culture, are lacking. A network study of the management team of a 50-50 German-Japanese international joint venture revealed multiple significant determinants, with advice centrality the most closely associated with influence. National culture, though not statistically significant, remained important in explaining patterns of relationships in this team, but its role was far less direct and deterministic than suggested by prior research.