This chapter investigates the complex dynamics of multiple identities in multicultural teams. We explore how these identities are associated with positive and negative emotions, conflicts and team-level outcomes such as identity, safety, trust and communication. Our review of the literature and preliminary empirical data indicate that the presence and salience of multiple identities in multicultural teams (especially identities related to ethnicity, nationality and country of origin) may trigger negative emotions and conflicts in teams, which in turn prevent teams from performing at their optimal capability. Team identity, safety and trust may mitigate the association between salient identities and negative outcomes. We hence advance three critical roles of global leaders to make a difference in multicultural teams. Specifically, global leaders should consciously craft identity, manage emotions, ensure psychological safety and build trust in teams. We further discuss theoretical implications of our work and offer directions for future research on the impact of identities and emotions in multicultural teams.
Yih-teen Lee and Susan C. Schneider
B. Sebastian Reiche, Yih-teen Lee and Javier Quintanilla
This chapter focuses on national cultural explanations of variation in human resource management (HRM) practice. Presenting multiple frameworks of national culture, the authors demonstrate how managerial choices across HRM practices are shaped by cultural values and norms, and consider what this means for multinational corporations and the transfer of practices across national borders. The chapter reflects critically on the limitations of the cultural perspectives on comparative HRM, and discusses directions for future research.