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The purpose of this paper is to investigate the extent to which intragroup conflict mediates the relationship between cultural diversity and group outcomes.

Three types of intragroup conflict were considered: relationship, process, and task conflict. Cultural diversity was defined as group members' dissimilarity in horizontal and vertical individualism and collectivism. Group outcomes were operationalized as satisfaction with the group and perceived performance of the group. Mediated regression analysis was used to test the hypothesized relationships with data from 76 science research groups.

Cultural diversity was positively related to relationship, process, and task conflict. In turn, the three conflict types were associated with unfavorable group outcomes. Further, the three types of conflict were shown to mediate the relationship between cultural diversity and group outcomes.

Potential limitations of this study include its cross‐sectional design, common method bias, generalizability of findings, and use of three different questionnaire formats. The possible impact of these limitations is addressed.

Although this research implies that culturally homogeneous groups have better outcomes, it is often impossible and undesirable to assemble such groups. The targeted use of cross‐cultural training programs may help individuals function well in culturally diverse groups by lessening conflict and thus allowing more favorable group outcomes.

Previous research has either asserted a relationship between cultural diversity and unfavorable group outcomes or shown a relationship between intragroup conflict and unfavorable group outcomes. The contribution of this study is to show that intragroup conflict mediates the relationship between cultural diversity and group outcomes.

This paper aims to address how national culture moderates the relationship between job characteristics and job satisfaction.

The authors examine the most recent data collected from the International Social Survey Programme (ISSP) in 2015 from a group of 33 countries. Hofstede's cultural model is used to represent and measure national culture.

One of the most significant findings from the authors’ two-level regression analysis is that having an interesting job contributes more to job satisfaction in individualistic countries than in collectivist countries. The authors also find that the newly introduced cultural dimension indulgence vs restraint has some significant moderating effect on the relationship between job security, salary, the perceived interest of a job and job satisfaction. Job security also seems to contribute less to job satisfaction in societies that are long-term oriented.

This study provides further support for a more careful, nuanced examination of job motivation theories. Multinational companies should understand the needs of their employees and diversify their compensation packages accordingly. More attention should be paid to job design in individualistic or indulgent-oriented countries to create a satisfying job experience.

The authors examine the most recent data from ISSP and extend the literature by incorporating two additional cultural dimensions from Hofstede's model as moderators.