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Article
Top management teams of international joint ventures in Thailand: the effects of Heterogeneity on group processes and goal attainment
Journal of International Business and Entrepreneurship Development
  • Craig C Julian, University of Adelaide
  • Carolyn B Mueller, Stetson University
  • Renee B Wachter
  • Cheryl Van Deusen, University of North Florida
Document Type
Article
Publication Date
1-1-2004
Peer Reviewed
Peer-Reviewed
Abstract
The relationship between top management team composition, group processes, and the effects of those processes on goal attainment were examined for International Joint Venture (IJV) teams in Thailand. For these culturally diverse teams, heterogeneity was defined by demographic (member age, length of team tenure, education level, functional expertise) and cultural characteristics (country of education, nationality, affiliation with a parent organisation, and primary language spoken.) Overall, demographic heterogeneity most heavily influenced levels of trust, decision quality and decision implementation among team members. Cultural heterogeneity influenced the frequency of communication.
Citation Information

Julian, CC, Mueller, CB, Wachter, RB & Van Deusen, C 2004, 'Top management teams of international joint ventures in Thailand: the effects of Heterogeneity on group processes and goal attainment', Journal of International Business and Entrepreneurship Development, vol. 2, no. 1, pp. 1-12.

Published version available from:

http://dx.doi.org/10.1504/JIBED.2004.007834