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Cultural Homophily and Collaboration in Superstar Teams

Author

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  • Gábor Békés

    (Department of Economics, Central European University, 1100 Vienna, Austria; and HUN-REN Centre for Economic and Regional Studies, 1097 Budapest, Hungary; and Centre for Economic Policy Research (CEPR), London EC1V 0DX, United Kingdom)

  • Gianmarco I. P. Ottaviano

    (Centre for Economic Policy Research (CEPR), London EC1V 0DX, United Kingdom; and Department of Economics, Baffi-CAREFIN and IGIER Centers, Bocconi University, 20136 Milan, Italy; and Center for Economic Performance, London School of Economics, London WC2A 2AE, United Kingdom)

Abstract

One may reasonably think that cultural homophily, defined as the tendency to associate with others of similar culture, affects collaboration in multinational teams in general but not in superstar teams of professionals at the top of their industry. The analysis of an exhaustive data set on the passes made by professional European football players in the top five men’s leagues reveals that on the contrary, cultural homophily is persistent, pervasive, and consequential, even in superstar multinational teams of very-high-skill individuals with clear common objectives and aligned incentives who are involved in interactive tasks that are well defined and not particularly culture intensive.

Suggested Citation

  • Gábor Békés & Gianmarco I. P. Ottaviano, 2025. "Cultural Homophily and Collaboration in Superstar Teams," Management Science, INFORMS, vol. 71(10), pages 8149-8168, October.
    • Handle: RePEc:inm:ormnsc:v:71:y:2025:i:10:p:8149-8168
    DOI: 10.1287/mnsc.2022.01799
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