National culture, networks, and individual influence in a multinational management team

Individual influence is thought to shape team performance. However, empiric al studies of its potential determinants in multicultural teams, including national culture, are lacking. A network study of the management team of a 50-50 German-Japanese international joint venture revealed multiple signifi cant determinants, with advice centrality the most closely associated with influence. National culture, though not statistically significant, remained important in explaining patterns of relationships in this team, but its ro le was far less direct and deterministic than suggested by prior research.