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Despite the vast amount of research on the antecedents of team performance, the role of subcultures in team contexts has only received scant attention. This study investigates the relationships between different types of team culture and team performance. Team-level analyses conducted on the leaders and members of 104 teams revealed a significant association between internal process team culture and team task performance, as well as a marginally significant relationship between human relations team culture and team task performance. Furthermore, team prevention focus mediated the relationships between internal process and human relations team cultures and team task performance. Team promotion focus mediated the relationship between open system team culture and team creative performance. These findings offer new insights regarding team culture, collective regulatory focus, and team performance.
