International Journal of Intercultural Relations 88 (2022) 189–199 0147-1767/© 2022 Elsevier Ltd. All rights reserved. Understanding intra-group response biases in culturally diverse teams Archana Shrivastava *, 1 , Amrendra Pandey 2 Birla Institute of Management Technology, Greater Noida, UP, India A R T I C L E INFO Keywords: Perception Self Others Culture Biases Teams ABSTRACT Perception of self and others in culturally diverse teams is crucial to help members navigate better in their professional world. However, studies have demonstrated that self-reports may be dis- torted by self-protecting motives and response biases. In a large-scale analysis (560 samples and 2800 reviews), we investigated if perception reports are infated and positively evaluated for self in culturally diverse teams. Moreover, we identifed the cultural intelligence (CQ) attributes manifesting the aspects, which an individual takes into consideration when perceiving self and others, and explored whether these attributes were the same in both cases. Furthermore, from the shared experiences of members in culturally diverse teams, we tried to determine whether self- reports and other perception reports can serve as useful predictors in eliminating cultural conficts. Introduction Organizational diversity and cross-cultural work psychology have much in common and are in many ways linked. Although cul- tural encounters are common in the global marketplace, these are not confned to products, but also include knowledge and labour. Considering the prevalence of organizational diversity, understanding and intervening in heterogeneous groups and workplaces are essential to reduce or eliminate pernicious bias and discrimination. Many studies highlight the role of inclusion, which involves enabling individuals to be themselves—with their differences—as they engage in joint efforts or endeavors, to elicit their full contribution to the group or organization (Ferdman et al., 2010; Mor Barak, 2015; Shore et al., 2018). To achieve this, corporate organizations feel the need to strengthen their employees’ cultural intelligence (CQ). CQ underlines employees’ ability to interact in multicultural settings with mutual understanding and collaboration across dif- ferences with the ultimate goal of linking as well as benefting from people of different backgrounds. A body of research has demonstrated multiple challenges faced by members working in culturally diverse teams with different beliefs, desires, attitudes, etc. (Ang et al., 2007; Chaudhary & Sriram, 2020; Gertsen & Søderberg, 2010; Klafehn et al., 2013; Stahl et al., 2010). People are sensitive to similarities based on their communities, which include political affliations, religion, language, ethnicity, etc. They more readily associate themselves with groups to whom they feel similar to than with groups whom they feel less similar to (Woo & Mitchell, 2020). * Correspondence to: Associate Professor and Head-Business Communication Area, Birla Inst. of Management Technology, Greater Noida, UP, India. E-mail address: archana.shrivastava@bimtech.ac.in (A. Shrivastava). 1 https://www.bimtech.ac.in/faculty-directory/15/archana-shrivastava 2 https://kautilya.org.in/our-faculty/ Contents lists available at ScienceDirect International Journal of Intercultural Relations journal homepage: www.elsevier.com/locate/ijintrel https://doi.org/10.1016/j.ijintrel.2022.04.008 Received 13 April 2021; Received in revised form 21 April 2022; Accepted 21 April 2022