Task performance in global virtual team: examining the roles of perceived cultural dissimilarity and cultural intelligence of member and leader

Purpose: Drawing from theoretical perspectives on social identity, self-categorization, intelligence and leader–member exchange, the purpose of this paper is to develop and test a moderated-moderation model involving a member’s task performance in global virtual team. Design/methodology/approach: A survey study was conducted involving both team members and their respective team leaders in global virtual teams (GVTs) in a multinational firm based in the Philippines. Findings: Results demonstrate that a member’s perceived cultural dissimilarity is significantly but negatively related to his or her task performance (as rated by the team leader). Also, results show that a team member’s cultural intelligence (CQ) (as rated by the team leader) exerts a moderating influence in the relationship between perceived cultural dissimilarity and task performance. Lastly, team leader’s CQ (as rated by the team member) exerts a moderating influence on the relationship between perceived cultural dissimilarity and team member’s CQ which consequently impacts a team member’s task performance. Originality/value: This study contributes to the literature particularly adding to the growing body of literature that identifies factors contributing to the effectiveness of GVTs. Specifically, the authors highlight the critical role of CQ of both team member and team leader in reducing the negative influence of perceived cultural dissimilarity on individual task performance. This study also offers practical recommendations on how to effectively develop and enhance CQ in GVTs so that high levels of effectiveness particularly when delivering the tasks are ensured.