different jobs need different cultures

Track 22: Leveraging the positive in multicultural teamsTrack 22: Leveraging the positive in multicultural teams

Different Jobs Need Different CulturesEuropean Academy of ManagementRome, May 20th, 2010 Tobias Scholz

Different Jobs Need Different CulturesEuropean Academy of ManagementRome, May 20th, 2010 Tobias Scholz

Current SituationCurrent Situation

Tobias Scholz: Different Jobs Need Different Cultures


We live in a flat world, cultural differences are a problem to solve (Heeks et al. 2001).

Research sees cultural differences as an obstacle (Krishna et al. 2004).

Cultural Values have a negative impact on team performance(Dibbern et al. 2008).

In creative industries are cultural differences beneficial to innovation and team performance (Tschang 2007).

OutlineOutline


1. Research Model

2. Archetypes

3. Survey Design

4. Results

5. Limitations

6. Contributions

Reason for these ConstructsReason for these Constructs

Cultural Values (Hofstede, 1980)well known and well researched definitions of cultural values.

Cultural Intelligence (Ang and Inkpen, 2008)is the individual ability to adapt to new cultural settings.

Mindfulness (Langer and Moldoveanu, 2000)is drawing novel distinctions and the awareness of the context of our actions.

Teamwork Quality (Hoegl and Gemuenden, 2001)is the interaction between teams (e.g. communication, coordination).

Team Performance (Hoegl and Gemuenden, 2001)is described as effectiveness and efficiency, here based on quality and cost.


Research Model (PLS)Research Model (PLS)


Teamwork Quality

Individualism/

Collectivism

Power Distance

Uncertainty

Avoidance

Cultural Intelligenc

e

Mindfulness

Team Performan

ce

ArchetypesArchetypes


Artists and Audio Designercreative, innovative

Community Manager and Quality Assurancecontrolling, information-sharing, interaction

Producer and Programmerplanning, creating and coding

Game Designervisionary, creative, leader

Source Ferrer 2008

Survey DesignSurvey Design


SampleMembers of the International Game Developers Association (about 1000 contacts)Bulletin Boards (e.g. IGDA, usf3.de and gamedev.net)

Respondents179 complete questionnaires

ResultsResults


Teamwork Quality

Individualis/

Collectivism

Power Distance

Uncertainty

Avoidance

Cultural Intelligen

ce

Mindfulness

Team Performa

nce

Teamwork Quality

Individual/

Collectivism

Power Distance

Uncertainty

Avoidance

Cultural Intelligen

ce

Mindfulness

Team Performa

nce

Teamwork Quality

Individual/

Collectivism

Power Distance

Uncertainty

Avoidance

Cultural Intelligen

ce

Mindfulness

Team Performa

nce

Teamwork Quality

Individual/

Collectivism

Power Distance

Uncertainty

Avoidance

Cultural Intelligen

ce

Mindfulness

Team Performa

nce

Artists and Audio Designer (n=19)

Community Manager and Quality Assurance (n=20)

Game Designer (n=37)

Producer and Programmer (n=90)

0,826 0,457

0,067

0,424

-0,342

0,411

LimitationsLimitations


Group Research is not significant in many cases due to small numbers.

Cultural Intelligence construct is not as well tested as the other constructs.

Mindfulness is on an individual level the other constructs on an organizational level.

Recent research describes mindfulness as a facet of cultural intelligence (Thomas 2006).

Tobias Scholz: What can we learn from Game Leadership?

Contributions (1)Contributions (1)

Combination of different known scales into a new research model.

Empirical survey in the video-game industry to show the positive influence of cultural differences on a creative and innovative industry.

Video-game industry attracts a global audience and therefore needs diverse teams.

Game development teams have to handle diverse task in their distinct teams.

Contributions (2): Another View on ArchetypesContributions (2): Another View on Archetypes


Artists and Audio Designerneed to be mindful and cultural intelligent with a strong uncertainty avoidance.

Community Manager and Quality Assuranceneed to be mindful and cultural intelligent with a strong uncertainty avoidance, additional highly individualistic but with a small power distance.

Producer and Programmerneed to be highly collectivistic with a small power distance and less mindful and less cultural intelligent.

Game Designerneed to be highly collectivistic and highly cultural intelligent, low on uncertainty avoidance.

What did we learn?What did we learn?


Job-fields have distinct requirements on the cultural values.

Culture intelligence help to fit into the requirements for the job-field.

Cultural differences can improve the team performanceif the team is selected based on a fit between job-field and culture of employee.if the team tries to use the cultural differences for their advantage.if the team tries to learn from the different cultures.

Tobias [email protected]

Thank you!

Questions?


different jobs need different cultures

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