Cultural influences on adaptation to fluid workgroups and teams

We used structured questionnaires and interviews to explore cultural factors affecting adaptation to fluid workgroups and teams in Taiwan and Australia, proxying for Chinese and Anglo-American societies. Consistent with collectivist, high power distance culture, we find members of Taiwanese organizations to have more difficulty adapting to fluid teams with changing membership and leadership. The results have implications for the implementation of flexible organization structures and interaction patterns in different countries.