TÓM tắt TIẾNG ANHNghiên cứu tác động của tính đa dạng nhóm đến kết quả làm việc nhóm trong các doanh nghiệp ngành công nghệ thông tin ở việt nam

1 INTRODUCTION The necessity of the project The team work model has some inherent advantages, such as: promoting cooperation, mutual understanding and support among team members, thus, coming up with feasible solutions Many researchers in this sector have indicated that team work model is the type of organizational structure that suits many businesses, if operating this model properly, it will bring productivity and outstanding work results In fact, team work gives the individual's productivity and results far better than the individual's average productivity and results when working alone (Katzenbach, 1993) In the past few years, Information Technology (IT) in Vietnam has become one of the industries which are most capable of integrating into and competing with other countries in the world Therefore, finding effective solutions to promote the role of IT as well as improving the performance of IT enterprises is also indispensable The fact that the model of team work is quite suitable in the IT field because this is a complex and challenging task that often requires the cooperation of many people who have a lot of knowledge, experience and, in particular, the peculiarity of this area is difficult to develop standardized procedures for performing tasks (Noll, 2002; Jiang, 2003) One factor influencing teamwork currently being considered by researchers and regulators around the world is the diversity of team, particularly in the context of globalization Mission-based team diversity management aims to maximize the productivity, creativity, and commitment of the workforce, in addition to meeting the needs of different clients, based on interdependence between members of an organization (Andrew, 1979; Hulsheger, 2009) On the one hand, diversity can bring benefits to group activity, but on the other hand, it can also lead to lower team performance and weak integration, and limited satisfaction of the members towards the team (O'Reilly, 1989) Currently, studies on the impact of team diversity on team governance are left open in Vietnam, especially in the Information Technology (IT) sector; It is a sector that requires constant team management and rapid growth The sector has a lot of potential and is one of the strengths in Vietnam's economic development strategy Thus, finding the relationship between team diversity and team performance in the context of Vietnam's economy in the IT industry has a very important theoretical and practical significance This is really a gap in the study of business administration in Vietnam Based on this demand, the author selects the topic: "Study the impact of team diversity on team performance in Information Technology sector enterprises in Vietnam" for the thesis research Purpose of the study The thesis focuses on the main objective of the study is to examine the impact of team diversity attributes on team performance Specific objectives include: - Explain the rationale for team diversity, team performance and the relationship between team diversity and team performance - Develop theoretical models and hypotheses about the relationship between team diversity and teamwork Thereby, the correlation between various attribute elements such as age diversity, gender diversity, individual value diversity and group members' perceptions of multi-attribute management were confirmed The culture of the team results in team work, in which the cognitive element of team members on cultural diversity management has never been tested its direct correlation with team performance - The study also explored the impact of context variable (teams working in IT field in Vietnam) through exploring the influence of three representative factors: the degree of dependence on the task of team members, team size and team type to the relationship between team diversity and team performance - Based on the research results, the author proposes some recommendations and solutions to help managers to better manage the team, contributing to the success of team work in the IT industry in Vietnam Objects and scope of the study Research objectives: Understand the impact of team diversity on team performance Research objects: Members of teamworks of enterprises in the information technology industry in Vietnam Research scope: The research focuses on working teams in information technology enterprises in five provinces and cities: Hanoi, Ho Chi Minh City, Da Nang, Dong Nai and Binh Duong Research methodology: The dissertation uses the method of synthesizing and analyzing secondary information from available domestic and international data sources related to the research problem in order to develop the theoretical framework and the research model, and research hypotheses The thesis uses quantitative methodology applying the SPSS and AMOS software to test the hypothesis The author also combined preliminary qualitative and quantitative research with small samples to test the standardization of the scale and questionnaire, the in-depth interview guide New contributions in practical terms New contributions of the research The results of the thesis give suggestions for managers in IT firms in Vietnam to apply the proposed team performance organization model to manage team diversity, thereby, providing managers more organizational and operational insights to support a diversified team accomplish presented goals In order to create a good team environment, corporate leaders need to direct the team managers to the matching of the team's goals and corporate objectives; It allows flexible working team structure, facilitates staff motivation, organizes teamwork skills training, and works in diverse environments to make employees better prepared and trained with knowledge and skills to adapt to a diverse team The thesis also presents suggestions to group leaders in IT enterprises in Vietnam: For the team to work well, managers should strengthen the organization of short-term group activities, and task dependency of team members should be at high and moderate levels At the same time, the thesis clarifies the role of diversity among team members in terms of demographic characteristics, functional background and personal values; this gives administrators more incentive to select and give appropriate assignments to team members As a result, the team will be able to achieve the results of team performance according to the planned objectives In this study, the author has the following contributions: New contributions in academics, theoretic terms First, the thesis identifies the various team attributes that affect team performance The attributes are: Gender diversity, educational level, diversity of expertise, Personal value diversity supportiveness, personal value diversity by innovation, personal value diversity by decisiveness, personal value diversity by reward-oriented, and team members’ cultural diversity management perceptions At the same time, the thesis also determines the intensity and direction of impact of these factors on team performance Second, the thesis considered the affect context of the research by conducting validation and draw conclusions about the impact of team diversity on team performance in the context of teamwork in enterprises in Information Technology sector in Vietnam Then, the thesis clarifies the diversity of teamwork in the IT industry in Vietnam, as confirming the research background of the study depending on the degree of interdependence on the tasks of the team membership and team type affect the relationship between team diversity and team performance; While the results show that team size does not affect this relationship Third, this research has inherited and further developed Leveson's research (2009) to assess the direct relation between variable of team members’ cultural diversity management perceptions and the performance at team level Thus, the thesis has explored the gaps in this field of study as this scholar demonstrated the existence of a relationship between the team members’ cultural diversity management perceptions variables to the affective commitment of the members to the team, but not to direct the relationship of this factor with team performance Fourth, in terms of methodology, the author has examined an attribute factor groups of team diversity: demographic diversity, diversity of knowledge, Personal value diversity, and cultural diversity management perceptions affects the result of teamwork in the same SEM linear model to simultaneously examine the impact of all elements of team diversity attributes on team performance In particular, the author examines the direct relationship between team members’ cultural diversity management perceptions variables impacts on team performance that were previously unseen and unsolved by other scholars The structure of the thesis The thesis report consists of three main sections with the following structure: - The introduction includes reasons for selection of the research issues; objectives, objects and scope of research; research methods; new contributions of research and structure of the thesis report - The main content consists of chapters: The thesis is divided into chapters as follows: Chapter 1: Theory of Team diversity Chapter 2: Literature review and overview of research model Chapter 3: Research Methodology Chapter 4: Research results of thesis Chapter 5: Conclusions and Recommendations - The conclusion include: summarize the new contributions of the thesis and the limitations of the study 5 CHAPTER THEORY BASE OF TEAM DIVERSITY 1.1 Working teams Teamwork as well as working teams are concepts that have been formed for a long time with the development of humanity Katzenbach & Smith (1993) defines team: "A team is a set of individuals who have complementary skills, committed to a common goal and target in the way of co-responsible" According to this definition, there is a point to note that the basic element of the group is the common commitment Without this, the team would act as a single individual According to Cohen & Bailey (1997), Team is a form of organizational apparatus in a modern business environment In a team-based system, each team is relatively independent of one another The characteristics of the team-based organizational governance forms are as follows: (1) The tasks of the team members are interdependent (2) They are jointly responsible for the team performance (3) The objectives of the group should be linked to the overall objective of the organization (4) The results of teamwork affect stakeholders such as clients and colleagues in other parts of the organization The author agree with the concept of the team presented by scholars Katzenbach & Smith (1993) and Cohen & Bailey (1997), synthesized into the concept of the team conceived in this thesis as follows: Team is a type of organizational structure of a business in a modern business environment, with two or more members and is run relatively independently of other teams Team members have complementary skills, committed to a common goal and target in co-responsible manner There are four types of team common to all types of businesses: selfmanagement team, project team, senior management team, and virtual teams (Cohen & Bailey, 1997; Luecke, 2004): scholarly observation that differences in demographic variables such as age, sex, education, race / ethnicity, the relationship between superiors subordinates and colleagues is said to reduce the attractiveness of these relationships Similarity attraction identities have a direct impact on the decisions of managers in the presence of diverse components, and they are less likely to form teams whose team members have a lot of demographic differences 1.2 Theories of teamwork 1.2.1 The theory of The Similarity - Attraction Paradigm This theory refers to the high attraction between individuals with similarities Some researchers also argue that disparity among individuals even leads to the appearance of thrust Tsui (1991) was one of the first researchers to talk about the theory of similarity - attraction, which says that people tend to look for similar people; Similarities lead to positive effects on communication and social inclusion of individuals In his work, Tsui (1991) also summed up the earlier 1.2.2 The Cognitive Diversity Theory Researchers in this field have argued that cognitive diversity has a positive effect on team performance because cognitive resources of members bring significant values for the team (Cox & Blake, 1991; Chen, 1996) This is because when the team exists heterogeneity in the perception among members, it promotes creativity, innovation, problem solving; It can then make more effective decisions when working in teams 1.2.3 Information and Decision Making Theory This theory refers to the way information is exchanged and decision-making in diverse teams (Harmut Haas, 2010) This view is partly based on the approach of similarity-attraction theory That is, individuals with similarities will communicate more often and therefore more actively in connecting and sharing information processing work together In addition, this theory also addresses the potential advantages of heterogeneous groups Members of the diverse group will have greater access to information networks outside the teams than the homogeneous teams 1.2.4 Social Identity Theory This theory is based on the assumption that an individual strives to build the image that he or she intends to achieve Festinger (1954) proposed that the theory presents three basic aspects: social classification, social identity and social comparison; in which social classification is understood as the arrangement of the social environment according to groups in accordance with their personal characteristics (Tajfel, 1978) Thus the social classification process implements the process of linking social objects with similarities in intention, values and beliefs within the group According to Tajfel (1978), social identity is understood as the inevitable consequence of each working team An individual is likely to remain a member of a social group and continue to look for new members if this positively impacts their image Social comparison makes social categorization and social identity connections As a result, individuals enhance their individual image positively by comparing them with other members of the social group Thus, the working team gradually formed identity for each team member CHAPTER LITERATURE REVIEW AND RESEARCH MODEL 2.1 National literature review Although there have been abundant number of research and studies on team in the international arena However, in Vietnam, there are not many authors interested in this subject In the thesis of author Ngo Tuan Anh (2011), the author pointed out the need to transform the organizational model in information technology (IT) enterprises in Vietnam into a team-based organizational model 2.2 International literature review 2.2.1 Literature review on Team Diversity Diversity is the difference between individuals in any of the attributes that allow each person to evaluate themselves differently than others (Williams & O'Reilly, 1998) Over the past three decades, researchers have paid much attention to finding a link between the diversity of team members and team performance However, despite a lot of effort, a clear picture of the relationship has not yet to be fully explored Type of Diversity A majority of researchers agree on the classification of diversity by two attributes: observable such as age, sex, race / ethnicity, and unobservable attributes, such as: skills, functional background, seniority, socio-economic understanding, personality or personal values (Jackson, 1995; Tsui, 1992) Researcher Harrison (1998) calls these two attributes as diversity at surface level and diversity at deep-level • Surface diversity and its linkage to teamwork The heterogeneity or diversity at the surface level is defined as the distinctness of team members, including the characteristics of age, sex, race / ethnicity These features are generally invariant, easy to observe and measurable for observers Age diversity, Previous studies have shown the negative relation between age diversity in a team and the team performance This suggests that an age identity will help the team grow better Age diversity among multiple generations in a team may be a cause for interruption in the exchange of ideas and process of communication within the team However, to explain some of the regression models that not have meaningful results, the impact of context variables such as tasks interdependence and team type is not taken into account Because with measureable industries, such as: marketing, sales, telecommunication, and banking services (Jehn, 2004; Cummings, 2004; Ely, 2004) seem to have higher degree of dependence on the task of the team members than the other studied industries This is a gap in the research context that the author built model and tested in this study Gender diversity, available studies on the effects of gender diversity on the team performance have shown mixed results Tsui & O'Reilly (1989) published their findings, suggesting that when the sex of the subordinates was different from that of the superiors, the team performance were underestimated Mobley (1982) also hypothesizes that gender parity between subbordinate and superior levels leads to higher performance scores Sackett (1991) conducted a survey of 486 working teams in various organizations and found that in organizations where the proportion of women to men was low, the results of women's performance were rated at low level, both in terms of cognitive ability, education level, and work experience; but when the proportion of women is more than 50% of the whole team, they are more highly rated than men Racial / Ethnic diversity, Kraiger & Ford's (1985) conducted a series of 88 studies from 1966-1981 to draw conclusions if a combination of ethnically diverse team members would produce higher team performance Tsui & O'reilly (1989) noted that, although ethnic identity was given to consider in the assessment of upper levels on productivity for subordinates, it turned out that the upper level often tend to be possitively bias to the subbordinates originnating from the same ethnic groups with them Most of other studies also agree that team members from different ethnic groups tend to be less committed to the organization and more likely to leave the team (Tsui, 1992) In summary, in a number of studies examining the effects of surface-level heterogeneity, the results of scholarly research have not been consistent with the relationships of variables such as age, gender, ethnicity with the team performance Conclusions of several studies remain varied on the existance of the relationship (or influence) between surfave attributes and the team performance Some studies even offer conflicting assessments However, because the subject of the research is the information technology enterprises in Vietnam, there is ethnic identity, so the author does not put this variable into the research model • Deep-level diversity and linkage to team performance Heterogeneity at the deep level includes differences among members about beliefs, attitudes and values Data on these factors are collected from verbal and 10 non-verbal behaviors expressed through information exchanging and sharing among individuals in the working team Miliken & Martin (1996) also proposed a similar concept of team diversity in which the basic diversity attributes are diverse in attitudes, values, knowledge and skills Education, Tsui & O'Reilly (1989) demonstrated a similar level of education that positively influenced the relationship between superiors and subordinates Some researchers also argue that a high level of hierarchy of educational leaders has a positive influence on the organization's flexibility and adaptability, and that this is a condition for teams can successfully implement diversification strategies; However, there is no systematic study of the effect of a student's educational attainment on team performance under the influence of context variables in a holistic manner Functional Background, Many scholars have carried out their research and have the same opinion: The heterogeneity among team members in the areas of functional background seems to yield better results, for both types of teams senior management team and working team (Cummings, 1993; Jackson, 1991) Bantel (1989) has conducted a significant study showing that the more diverty in term of functional background of team members, the more administrative initiatives and innovations are created Value diversity According to Chan (1996), individual values include: individual views, principles, personal interests, and individual tendencies At the same time, the organization value (organization's identity) consist of the principles, standards, traditions and atmosphere of the organization The thesis author also agrees with the concept of individual values and organization values from the viewpoint of Chan (1996) and adops this concept in the thesis Personal value diversity is understood as the difference between individual value of team members and the values used by the team to run the group's activities There are many different approaches to the value diversity variable, in this study, the author of the thesis selects a value diversity approach in view of the difference between the personal values of team members and the value of the team This view has been selected by many of the world's great scholars as the basis for their studies O'Reilly (1991) used 54 observational variables to measure both the individual value and organizational value The results of the factor analysis revealed that 33 observations converged into eight factors: Competence, Motivation, Resultsoriented, Competitive, Collaborative, Motivational, Team Oriented, and Decisiveness Michelle (2002) conducted a survey of 54 observational variables and found that 40 observations converged to factors, an additional factor to the eight factors from O'Reilly's original study is the stability These 40 observations include 33 observations of the measurement of value diversity in O'Reilly's (1991) study, Michelle's study covered seven additional observations of O'Reilly's 54 individual value measurements The relationship between the value diversity variable and the team performance Liang (2007) conducted a study on the impact of group diversity on the performance of software project teams The author has confirmed the existence of negative relationship between value diversity and team performance Liang (2007) used a scale developed from O'Reilly (1991) with 35 observational variables In the study of this thesis, the author applies the scale of Michelle, 2002 (Developed from O'Reilly, 1991), to prove the hypothesis: value diversity has a negative impact on Team performance Diversity in skills and functional background Cultural Diversity in the Working team Culture Given various different views and approaches, there are many definitions of culture In 2001, Hofstede presented a comprehensive cultural concept as follows: "Culture embraces methods, ways of thinking, expressing emotions, responding to information encoded primarily through the characteristic of the members from that culture; including core value systems that guide the attitudes, behaviors and attitudes of members from that culture." Cultural Diversity and employee’s cultural diversity management perceptions According to Kossek & Zonia (1993), cultural diversity is understood as the difference in: beliefs, language, costume, norms, principles of communication, behavior, ways of thinking, emotional expression, etc., among people from different cultural and religious communities Reviewing the literature on the impact of cultural diversity on the organization, Leveson (2009) has assessed: Cultural diversity affects the relationships within the organization; In this respect, the organization’s diversity managing is significant to the perceptions of the members of the organization in terms of cultural diversity Basing on the above studies, the author of the thesis systemizes and presents the definition of employees’ cultural diversity management perceptions as follows: is understood as the feeling, thoughts of the members of the group Work on organizing management, supporting cultural diversity groups The relationship between team member’ cultural diversity management 11 12 perceptions and team performance, according to Reichers and Schneider, 1990 (cited by Hicks Clarke, 2000), Kirkman (2006) , Taras (2010), Yoo (2011) Maxwell (2014) cultural aspects can be measured at different levels: organizations, teams and individuals In this study, to further explore the research gap in the field of diversity management at team level, the author explores the relationship between cognitive variables of team members on how to manage team cultural diversity and team performance 2.2.3 Information technology in studies on the relationship between team diversity and team performance Information technology is defined as an industry that includes jobs requiring members to have at least a bachelor's degree in computer science, information systems or related fields (Moody, 2003) With the obvious advantages, 21st century enterprises applying team-based models have become popular and IT enterprises were not exceptional (Ngo Tuan Anh, 2011) Team work in information technology projects has long been recognized as an important criterion for successful project organization and management (Noll, 2002; Jiang, 2003; Gottschalk, 2007) With rapid development of the IT industry, research on IT team performance is a topic of much interest to researchers (Kelly, 1998) However, the success rate of IT projects is much lower than expected (Standish Group, 2004) To study the factors affecting the success of IT teams, researchers looked at individual characteristics of the team members It is certain that all teams care about the composition of the group and in the elements of the teams, of which, considering the impact of team diversity on the success of IT teams have drawn interest from many scholars (Moody, 2003) The diversity in information technology field is focused on a wide range of diverse areas such as age, gender, ethnicity, education, expertise, and value diversity, nevertheless, there have hardly been any studies focusing on direct effects of the diversity on teamwork performance (Moody, 2003) At present, there are few studies on the direct impact between the attributes of team diversity and team performance in IT industry, and revealing characteristics in this field would create an important foundation to offer meaningful recommendation to team governors In addition to the research topic on the relationship between the attributes of team diversity and team performance in the IT sector, it seems that studies on this issue are very limited Whereas, the author also found out that available literatures have not indicated any consistent influence of team diversity on team performance (Tables 2.1, 2.2 and 2.4) Current literatures show that the impact of team diversity on team performance is heterogeneous across sectors (O'Reilly, 1998) It may be that each sector with different characteristics has influenced the relationship between team diversity and team performance So does the industry variable play an important role in the study of this relationship? In addition, research has confirmed that team diversity has an impact on creativity, while innovation is emphasized as an important attribute in the IT industry Thus, according to the author of the thesis, studying the relationship between team diversity and team performance in IT industry enriches and adds empirical evidence on the role of industry variables Thus, for presented reasons, IT industry is very appropriate to study the impact of team diversity on team performance 2.2.4 Overview of team performance 2.2.4.1 The concept of team performance 2.2.2 The role of context in the study of team diversity Context is defined as situational settings that place phenomena that need to be studied at the organization (Joshi, 2009) In recent years' analysis, scholars have affirmed aspects of the context that may create opportunities or constraints on organizational behavior (Johns, 2006) 2.2.2.1 Task Interdependence Task interdependence is defined as the extent to which team members rely on each other to complete their task (Joshi, 2009) In highly task interdependent teams, team members engage in both sequential and reciprocal exchanges to accomplish the team tasks; in less task interdependent teams, team members’ independent contributions are aggregated to accomplish the team tasks (Saavedra, Earley, & Van Dyne, 1993) Joshi (2009), a researcher on the influence of context on the relationship between team diversity and team performance, has concluded quite broadly, that: the task-dependence of team members have a regulatory impact on the relationship between team diversity and team performance 2.2.2.2 Team Type Considering the time of team activities, Joshi (2009) figured out that whether the team was formed to accomplish a short-term goal or a stable and longestablished organizational unit, there are significant effects on interactions among individuals who are members of a diverse team, especially with multitask oriented attributes (deep-level diversity), related to the duration of the team operation in short or long term In short-term teams, goals and tasks are more urgent On the other hand, in long-term teams, task requirements may be more stable, the division of tasks and the role of each team member can be more clearly defined (De Dreu, 2003) 2.2.2.3 Team size According to Smith (1994), team size is the number of participants in the team activity Recent studies have begun to examine the impact of team size on team performance Increasing the size of a team on the one hand can impede control and coordination within the team, thereby reducing the satisfaction and trust among members, on the other hand, the larger number of active members with different cognitive capacity help improve knowledge, creativity, and positive impact on teamwork 13 14 Hackman (2005) indicated that other aspects also have a significant impact on the evaluation of the results of long-term teams and outlines three key components of team performance (developed from Hackman study (1987): Team output (products, services, decisions) meets or exceeds quantitative and qualitative requirements Work processes that the team applies to promote the spirit of cooperation, coordination of work among team members Teamwork experience contributes positively to learning and feeling the personal happiness of the team members A very important conclusion from Hackman (2005) states that although the three criteria for evaluating team performance are significant, the importance of it will vary depending on the context of the study In this study, the thesis author agrees with Hackman's (2005) concept of teamwork as the basis for research 2.3 Research models and research hypotheses From the theoretical basis and the literature review presented above, the theoretical model is formed based on the identification of factors belonging to the diversity of team members that may affect team performance; At the same time, consideration of the effects of regulatory variables (research context) influences or does not influence the relationship between team diversity and team performance There are main components of team diversity attributes that affect team performance These are: (1) Age diversity, (2) Gender diversity, (3) Edu cational level diversity (4) Functional background diversity, (5) Value diversity, (6) Cultural diversity management perception The model also examines the impact of context on the relationship between team diversity and team performance by three factors: (7) Task interdependence, (8) Team type, and (9) Team size The author recommends research model and hypotheses as follows: Hypothesis Conntent H1 Age Diversity has a negative relationship with team performance H2 Gender diversity a negative relationship with team performance H3 Educational level diversity has a negative impact on team performance H4 Functional background diversity has a positive effect on team performance H5 Value diversity has a negative impact on the results of teamwork H6 The higher employee perception of cultural diversity management in the team, the more positive impact to team performance H7 Task-interdependence level of team members impacts the relation between team diversity and team performance Hypothesis Conntent H8 Team type (by time) impacts the relation between team diversity and team performance H9 Tem size impacts the relation between team diversity and team performance TEAM DIVERSITY Age diversity (H1) Gender diversity (H2) Educational level diversity (H3) Funtional background diversity (H4) TEAM PERFORMANCE Value Diversity (H5) Cultural diversity management perceptions (H6) Moderators variables - Task Interdependence (H7) - Team type (H8) - Team size (H9) Figure 2.1 Expected research model (recommended by the author) CHAPTER 3: RESEARCH METHODOLOGY 3.1 Research design 3.1.1 Research Methods Qualitative research: conducted through in-depth interviews to collect information from different target groups, including collecting opinions from 15 16 different stakeholders in the IT industry Business leaders, team leaders, and staff members Quantitative research: to test hypotheses and models of the research The quantitative tools used in the thesis include Cronbach's Alpha reliability analysis, EFA discovery factor analysis, CFA assay factor analysis and SEM linear modeling analysis Quantitative research is conducted through direct questionnaire surveys This research was conducted through direct interviews with employees, leaders in working groups at IT enterprises in provinces and cities: Hanoi, Ho Chi Minh City, Da Nang City, Dong Nai, and Binh Duong 3.2 Qualitative research 3.2.1 Intensive Interviewing Objectives The in-depth interview guide was developed to examine the relevance of the scales as well as to identify the preliminary correlations between independent variables and dependent variables, thus setting the basis for the scale adjustment Model variables in the context of research and a preliminary confirmation of the correlation between team diversity attributes and team performance 3.2.2 Results of qualitative research - 15 out of 15 respondents indicated that the attributes of diversity were diverse: age diversity, gender diversity, individual value diversity, employee perceptions of cultural diversity management affects team performance The author notes this result for further evaluation before making conclusions about the effect of these factors on team performance - of the interviewees were senior staff, having a lot of teamwork experience when asked about the scale of the difference between the individual value and the value of the Michelle scale (2002) (Developed from O'Reilly's, 1991) with 40 observational variables converging to nine factors, suggesting that they found the value expressions are more understandable and appropriate 3.3 Quantitative research 3.3.1 Questionnaire building process Define the conceptual content of the elements and how they measure the elements in the research model Prepare the Vietnamese version of the questionnaire by translating the scale from English into Vietnamese Then translate the Vietnamese version into English for comparison to ensure accuracy, clarity and not change the meaning of the scale Adjust the scale; Standardize the terms used in the scales, from which complete the formal questionnaire to conduct quantitative research 3.3.2 Sampling and data collection Target groups of the research are the working teams in IT companies in five provinces and cities: Hanoi, Ho Chi Minh City, Da Nang, Dong Nai, and Binh Duong The questionnaire was sent to 550 members of the IT working teams After the inspection, clean data left 403 valid responses, reaching the rate of 81.4% of the collected responses 3.3.3 Scale building Based on the results of a theoretical literature review and development of the proposed research model, seven factors were identified, including six independent variables and one dependent variable The specific scale for each variable is built on the inherence of research results in the same field published in reputable scientific journals in the country as well as in the world CHAPTER RESEARCH RESULTS 4.1 Statistics description of samples After the inspection, clean data left 403 valid responses, reaching the rate of 81.4% of the collected responses Specifically: Number of clean responses from Hanoi is 142 responses, Ho Chi Minh City is 127 responses, Da Nang collected 71 responses, Dong Nai 30 responses and Binh Duong 33 responses 4.2 Preliminary evaluation of reliability scale using Cronbach alpha Based on the reliability of the scales in the research model, there are three components of team diversity attributes that affect team performance with reliability of 0.7 Thus, the scales designed in this thesis are statistically significant and reach the required confidence coefficient Specifically: (1) Personal value diversity, denoted as Cronbach's Alpha, is 0.916 (after the 5/40 variable, the coefficient of variation is