The Influence of Cultural Values on the Relationship between Peer Unfairness and Job Performance in Multinational Teams

Recent peer fairness studies have shown that team members’ shared perceptions of how fairly they treat each other predict team performance. Prior peer fairness research has focused on the team level and has been conducted with homogenous teams in the USA. To expand peer fairness research, we focus on the individual level to better explain individual job performance in teams and aim to generalize previous peer fairness findings across culturally different individuals. By integrating peer fairness research with Hofstede’s cultural value theory, we investigate whether cultural values moderate the relationship between peer fairness and individual job performance in multinational teams. To test our hypotheses, we conducted a two-wave survey study with multinational team members. Our findings show that the link between peer fairness and job performance is stronger for members with high individualism and high masculinity scores.

Keywords: Organizational justice/fairness, peer fairness, cultural values, multinational teams, job performance.