Organizational Identification in Multi-Cultural Teams: How Nationality Dissimilarity Matters

To investigate the role of cultural difference in multi-cultural teams, we focus on how nationality dissimilarity influences top managers' organizational identification in the context of international joint ventures (IJVs). The result shows that managers with higher nationality dissimilarity with other team members are more likely to identify with the joint venture. The study also explores the boundary conditions for this effect. Specifically, the positive effect of nationality dissimilarity on identification is stronger for local mangers and for managers who have close relationship with the general manager of IJV. In contrast, the effect is weakened for managers who identify strongly with their respective parent firms.