The Influence of Cultural Diversity on Team Dynamics in Multinational Workgroups

Abstract

This study examines the influence of culture on decision-making in multinational workgroups, specifically native English speakers and non-native English speakers of Asian descent. We use observational methods to provide additional insight into the different conversational patterns of group members of different cultural backgrounds and to understand how these patterns affect team dynamics. We used a four-by-four design to compare the interactions of groups composed of a majority of native-English speakers (and a minority of East Asian language speakers) and homogenous groups of ethnically diverse East Asian languages (and native speakers of English) to learn whether composition affects discourse style and contribution level. We found a significant difference in the number of turns taken by native-English speakers compared with those taken by non-English-speaking native speakers. The average number of overlaps and backchannels was also significantly higher than for native-speaking English speakers. This study has implications for those engaged in managing, training, or teaching heterogeneous groups consisting of members from the U.S. and East Asian countries. Managers, trainers, and teachers should ensure that those whose native language is East Asian are aware of the particular conversational behaviors that characterize this style of discourse. They should be educated about the specific conversational cues that might reap a deeper understanding of differences in discourse styles between the two participant groups.