This study investigates the influence of cultural dimensions on IT project team effectiveness through a comprehensive multi-method approach designed to connect theoretical cultural knowledge with practical implementation. Using data collected from 127 IT professionals across various cultural backgrounds, we applied regression analysis, factor analysis, cluster analysis, decision trees, and structural equation modeling to examine relationships between cultural factors and project outcomes. The research identified that power distance, individualism, and uncertainty avoidance significantly impact team productivity, management effectiveness, methodology selection, and innovation capabilities. Three distinct clusters of IT professionals emerged with varying attitudes toward cultural diversity, requiring fundamentally different management approaches. Results show that low power distance and high individualism correlate positively with team performance, while high uncertainty avoidance negatively impacts productivity. Based on these findings, we propose the novel CROSS Cycle Framework (Culture Recognition, Role Alignment, Organizational Adaptation, Synergy Building, Sustainability) for improving cross-cultural team management. Teams implementing cluster-appropriate versions of this methodology showed significant performance improvements compared to generic approaches. This research contributes to both theoretical understanding and practical management of multicultural IT teams by providing the first systematic integration of cultural assessment with sustainable, role-specific management adaptations designed specifically for IT project environments.
Мазур et al. (Thu,) studied this question.