Individualism-collectivism and team member performance: Another look

John A. Wagner, Stephen E. Humphrey, Christopher J. Meyer, John R. Hollenbeck

Research output: Contribution to journalArticlepeer-review

22 Scopus citations


This study revisits the commonplace research conclusion that greater team member collectivism, as opposed to individualism, is associated with higher levels of individual-level performance in teams. Whereas this conclusion is based on the assumption that work in teams consists exclusively of tasks that are shared, typical teamwork also includes tasks that are individualized. Results of a laboratory study of 206 participants performing a mix of individualized and shared tasks in four-person teams indicate that heterogeneous combinations of individualism and collectivism are associated with higher levels of team member performance, measured as quantity of output, when loose structural interdependence enables individual differences in individualism-collectivism to exert meaningful effects. These results support the modified conclusion that a combination of individualism and collectivism is associated with higher levels of member performance in teams under typical work conditions; that is, conditions in which the tasks of individual members are both individualized and shared.

Original languageEnglish (US)
Pages (from-to)946-963
Number of pages18
JournalJournal of Organizational Behavior
Issue number7
StatePublished - Oct 2012

All Science Journal Classification (ASJC) codes

  • Applied Psychology
  • Sociology and Political Science
  • Psychology(all)
  • Organizational Behavior and Human Resource Management


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