TY - JOUR
T1 - Leader-member skill distance, team cooperation, and team performance
T2 - A cross-culture study in a context of sport teams
AU - Tian, Longwei
AU - Li, Yuan
AU - Li, Peter Ping
AU - Bodla, Ali Ahmad
N1 - Funding Information:
This work was supported by National Science Foundation Committee of China [ 71132006 ; 71421002 ; 71302005 ]. We thank Marc Van Essen and our colleagues for their helpful comments over this paper. We also want to thank Guang Zhou and Xun-Yong Xiang for their efforts on data collecting and analyzing. Most importantly, we owe thanks for IJIR Associate Editor Shuang Liu and two anonymous reviewers for their valuable assistance. Of course, all errors belong to us.
Publisher Copyright:
© 2015 Elsevier Ltd.
PY - 2015/11/1
Y1 - 2015/11/1
N2 - Team heterogeneity research has been traditionally dominated by atomistic or single-culture assumptions. This study extends this stream by investigating the influences of cooperation and culture on the link between leader-member skill distance (one special type of team heterogeneity) and team performance. Building upon input-process-output framework from the perspective of individualist and collectivist cultures, we propose that the association between leader-member skill distance and team performance has an inverted-U shape in individualist cultures. Further, in such cultures, team cooperation can augment the positive effect of leader-member skill distance on team performance. In contrast, in collectivist cultures, the association between leader-member skill distance and team performance has a monotonic and positive shape, and team cooperation will attenuate the positive effect of leader-member skill distance on team performance. We find the empirical support for our views with a mixed-methods design: a qualitative study interviewing informants in different cultures to clarify the psychological mechanisms, and also a quantitative study analyzing the data from US's National Basketball Association (NBA) and China Basketball Association (CBA).
AB - Team heterogeneity research has been traditionally dominated by atomistic or single-culture assumptions. This study extends this stream by investigating the influences of cooperation and culture on the link between leader-member skill distance (one special type of team heterogeneity) and team performance. Building upon input-process-output framework from the perspective of individualist and collectivist cultures, we propose that the association between leader-member skill distance and team performance has an inverted-U shape in individualist cultures. Further, in such cultures, team cooperation can augment the positive effect of leader-member skill distance on team performance. In contrast, in collectivist cultures, the association between leader-member skill distance and team performance has a monotonic and positive shape, and team cooperation will attenuate the positive effect of leader-member skill distance on team performance. We find the empirical support for our views with a mixed-methods design: a qualitative study interviewing informants in different cultures to clarify the psychological mechanisms, and also a quantitative study analyzing the data from US's National Basketball Association (NBA) and China Basketball Association (CBA).
KW - Basketball team
KW - Cooperation
KW - Individualist-collectivist culture
KW - Leader-member skill distance
KW - Mixed-methods design
KW - Team performance
UR - http://www.scopus.com/inward/record.url?scp=84951070271&partnerID=8YFLogxK
U2 - 10.1016/j.ijintrel.2015.10.005
DO - 10.1016/j.ijintrel.2015.10.005
M3 - Article
AN - SCOPUS:84951070271
SN - 0147-1767
VL - 49
SP - 183
EP - 197
JO - International Journal of Intercultural Relations
JF - International Journal of Intercultural Relations
M1 - 1172
ER -