Abstract
We examined the effects of Hofstede's dimensions of masculinity and power distance within Global Virtual Teams (GVTs) while controlling for the effects of psychological safety and the percentage of males on the performance of teams. Data were collected from participants competing in the X-Culture business challenge. Results showed both team masculinity and team power distance negatively influence GVT performance, but negative effects of masculinity were reduced when the percentage of males on the team was reduced, while negative power distance effects were reduced with increased psychological safety. Our research contributes to the literature by exploring the effects of masculinity and power distance in GVTs and how they may express themselves differently than in non-virtual teams. Implications on managerial practices for firms operating GVTs are discussed.