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This article aims to study the impact of national cultural diversity on the performance of work teams. Indeed, the theme and the problem addressed here offer us aspects to reflect upon that have so far been little explored. Responding to this challenge, we conducted forty-four semi-structured interviews with team members from various countries of origin (France, Italy, Russia, Belgium, Tunisia, Algeria, Morocco, Egypt, Cameroon, Côte d’Ivoire, and Mali). We then treated the data with the software Nvivo 7, following the thematic approach for data analysis, which enabled us to understand in depth how the link between cultural diversity and team performance works two ways in Tunisia. While some of these effects echo those of the literature, others are more specific to the Tunisian context.