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2011•Engineering Management JournalRequires access

How Does Cultural Diversity in Global Innovation Teams Affect the Innovation Process?

Viviane A. Winkler, Ricarda B. Bouncken

Open publisher page 32 citations

Abstract

:International firms require the use of global innovation teams to achieve sustained innovation performance. This study researches how cultural diversity effects team and innovation performance. Our longitudinal qualitative study reveals effects of cultural value and of communication style differences within global innovation teams. From 105 interviews in five innovation teams at three different points in time, at three stages of the innovation process, we develop a model for diversity and time effects in global innovation teams. Specifically, we find that diversity in context, time, and power distance strongly influences the performance of global teams. Cultural diversity most strongly affects the feasibility stage.

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What this paper is about

:International firms require the use of global innovation teams to achieve sustained innovation performance. This study researches how cultural diversity effects team and innovation performance. Our longitudinal qualitative study reveals effects of cultural value and of communication style differences within global innovation teams. From 105 interviews in five innovation teams at three different points in time, at three stages of the innovation process, we develop a model for diversity and time effects in global innovation teams. Specifically, we find that diversity in context, time, and power distance strongly influences the performance of global teams. Cultural diversity most strongly affects the feasibility stage.

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Available abstract

:International firms require the use of global innovation teams to achieve sustained innovation performance. This study researches how cultural diversity effects team and innovation performance. Our longitudinal qualitative study reveals effects of cultural value and of communication style differences within global innovation teams. From 105 interviews in five innovation teams at three different points in time, at three stages of the innovation process, we develop a model for diversity and time effects in global innovation teams. Specifically, we find that diversity in context, time, and power distance strongly influences the performance of global teams. Cultural diversity most strongly affects the feasibility stage.

Key concepts: Diversity (politics), Cultural diversity, Context (archaeology), Affect (linguistics), Knowledge management, Process (computing), Innovation process, Business

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