Supplementary and complementary fit in peer evaluations: evidence from cross-cultural collaboration
Jieqiong Ma, Jie Yang, Vasyl TarasPurpose
Peer evaluations are widely used to assess individual contributions in teamwork, yet they are often shaped by biases rather than objective performance alone. Drawing on person–person fit theory, we examine both supplementary fit and complementary fit between evaluators and evaluatees in cross-cultural collaboration.
Design/methodology/approach
Using 7,513 dyad–time observations from 488 cross-cultural teams, we develop a dynamic multilevel model to examine how supplementary fit and complementary fit influence peer evaluations over time.
Findings
Greater supplementary fit in English proficiency, managerial experience, enjoyment and gender-equality orientation is associated with higher peer evaluations. In contrast, lower fit in international experience is associated with higher evaluations, consistent with complementary fit. We find no interaction between supplementary and complementary fit. The positive effects of supplementary fit weaken in larger teams but strengthen over time, whereas the positive effect of complementary fit becomes stronger in larger teams and remains stable over time.
Originality/value
This study extends the person-person fit theory literature by applying it to peer evaluations in cross-cultural collaboration. We contextualize supplementary fit and complementary fit variables within a single framework and demonstrate how their effects vary across teams and over time.