ABSTRACT
Organizations in the twenty-first century are couched within environments that are increasingly dynamic, ambiguous, and competitive. Within such environments, it has been argued that the only constant is change (Drucker, 1992; Schmid, 2006). Success within such dynamic environments requires that organizations be adaptive both within and across organizational levels. Although much is known about individual adaptation, less is known about how teams and collectives adapt. As many organizations have increasingly moved to team-based structures, there is a need to examine the conditions, processes, and emergent states that lead to adaptive teams. In recognition of this need, research has begun to examine team adaptation and the corresponding processes that promote it (Burke, Stagl, Salas, Pierce, & Kendall, 2006; Fleming, Wood, Dudley, Bader, & Zaccaro, 2003; LePine, 2003; Pulakos, Dorsey, & White, 2006). However, few of these efforts have explicitly examined team composition with relation to cultural diversity and its impact on team adaptation.
