Dataset for Assessing Perception of Self and Others in Culturally Diverse Teams
Data was collected from a longitudinal (VBP) project (see Aritz et al., 2017). The teams were engaged in managing a client project for roughly over six weeks. All participants, grouped into international teams of 5-6, were required to complete the VBP project, which involved analyzing and assessing the online presence of Google, Amazon, or Starbucks by utilizing a theoretical framework in the area of Corporate Reputation Management (Dowlin & Moran, 2012). The quantitative analyses were conducted on survey results completed by 560 of 578 participants for a 96.8% response rate. Participants were asked to evaluate their contribution to the team task on a scale of 100. The performance of each participant was then peer-reviewed by their team including 4/5 members. This ensured that each participant first reviewed self and then others. Latex Semantic Analysis was performed on the reviews using r software. The data can be reused for understanding the role of perceptions, culture and their impact on team dynamics. The present study focused on the relevance of a “self and others” perception ap-proach within a multicultural context. We examined whether the self-reports in culturally diverse teams were inflated and positively evaluated. Further, we sought to identified the CQ attributes which the self-reports tended to inflated and to investigate the extent to which these attributes were the same when individuals evaluated others. Finally, the study synthe-sizes findings to determine how these factors helped in building perceptions. We then com-pared the patterns emerging from the analysis with existing theories on CQ to suggest how future research in cross-cultural studies could update the variables and use the self-and-others perception approach as a means of stimulating cultural learning and developing cul-tural intelligence. Based on the prior literature review, we proposed the following hypotheses: H1A- Self-reports in culturally diverse teams on their contribution to group task are en-hanced. H1B- Performance- reports in culturally diverse teams were likely to be more positive for the self than for others. H2A- Cultural Intelligence was measured through same attributes while assessing oneself and others. H2B: While rating self on cultural intelligence equal weightage were given for personality and competence related traits. H2C: While rating others on cultural intelligence equal weightage were given on personality and competence related traits. Data was collected from a longitudinal Virtual Business Professional (VBP) project (see Aritz et al., 2017; Cardon et al., 2020). The teams were engaged in managing a client project for roughly over six weeks. Because no team members were positioned at the same location, the participants relied fully on online communication tools to interact and collaborate. They were instructed to use Slack as the space to message team members and meet at least weekly using an online video platform such as Skype.