An Empirical Analysis of Managers' Adjustment to Working in Multi-National Project Teams in the Pipeline and Plant Construction Sector.

This article empirically investigates the adjustment of managers to working in multi-national

project teams in the pipeline and plant construction industry. The members of such teams

come from diverse national backgrounds and there is no single culture dominating the team.

While there has been a lot of research on multi-cultural teams, organizational socialization

and expatriate issues, so far these areas have been investigated separately. This article

contributes to research in these fields by developing and empirically testing a model

containing a number of antecedents and consequences of the adjustment of individuals when

working in multi-cultural project teams. The findings highlight the importance of crosscultural

sensitivity for individuals’ adjustment in such teams, as well as the positive role of

adjustment for individuals’ satisfaction, commitment and intention to stay with the team.