Teams that span multiple geographic, temporal, and cultural boundaries have become prevalent in many industries and sectors. Researchers from multiple disciplines have begun to examine these multinational, multicultural (MNMC) distributed teams. The purpose of this article is to provide a review and critique of existing research in this area. To this end, the authors examine the ways scholars have conceptualized culture in this research, discuss the role that distribution is found to play in these teams, and provide a research agenda. The authors argue that scholars should continue to complicate their views of culture and embrace nuanced views of distribution to reflect the complexities of MNMC distributed team characteristics and processes.

Organizations regularly make significant investments to ensure their teams will thrive, through interventions intended to support their effectiveness. Such team development interventions (TDIs) have demonstrated their value from both a practical and empirical view, through enabling teams to minimize errors and maximize expertise and thereby advance organizational gains. Yet, on closer examination, the current state of the TDI literature appears so piecemeal that the robustness of extant scientific evidence is often lost. Accordingly, we seek to provide a more cohesive and dynamic integration of the TDI literature, evolving thinking about TDIs toward a system of interventions that can be optimized. Drawing on the existing theoretical and empirical literatures, we first broadly define TDIs. We then offer an in-depth look at the most common types of TDIs, in terms of summarizing the state of the science surrounding each TDI. Based on this review, we distinguish features that make for an effective TDI. We the...