ABSTRACT
The use of global teams by multinational corporations as a strategic human resource solution is growing (Caligiuri, Lepak, & Bonache, 2010). Global teams are formed across geographical, temporal, and cultural boundaries to tap into human resource pools distributed around the globe, with the goal of enhancing organizational innovation and performance by targeting expertise regardless of location, integrating diverse knowledge from various parts of the organization, achieving greater efficiency through around-the-clock work across time zones, and lowering costs of access to local markets and customers without the need to travel (Carmel, 1999; Gluesing & Gibson, 2004). In addition, the exchange of diverse viewpoints and perspectives among global team members offers benefits not just to individuals but to team and organizational performance in terms of higher quality outcomes and solutions (Cummings, 2004; Stahl, Mäkelä, Zander, & Maznevski, 2010).
