Taking the bite out of culture: The impact of task structure and task type on overcoming impediments to cross-cultural team performance

2013 ◽  
Vol 34 (6) ◽  
pp. 739-763 ◽  
Author(s):  
Rikki Nouri ◽  
Miriam Erez ◽  
Thomas Rockstuhl ◽  
Soon Ang ◽  
Lee Leshem-Calif ◽  
...  
2014 ◽  
Vol 12 (3) ◽  
pp. 279-290
Author(s):  
Agata Barańska ◽  
Magdalena Zając

The paper discusses a study whose aim was to examine the impact of attention to language form and task type on the realisation of English function words by Polish learners of English. An additional goal was to investigate whether style-induced pronunciation shifts may depend on the degree of foreign accent. A large part of the paper concentrates on the issue of defining ‘weakness’ in English weak forms and considers priorities in English pronunciation teaching as far as the realisation of function words is concerned. The participants in the study were 12 advanced Polish learners of English, who were divided into two groups: 6 who were judged to speak with a slight degree of foreign accent and 6 who were judged to speak with a high degree of foreign accent. The subjects’ pronunciation was analysed in three situations in which we assume their attention was increasingly paid to speech form (spontaneous speech, prepared speech, reading). The results of the study suggest that increased attention to language form caused the participants to realise more function words as unstressed, although the effect was small. It was also found that one of the characteristics of English weak forms, the lack of stress, was realised correctly by the participants in the majority of cases. Finally, the results of the study imply that, in the case under investigation, the effect of attention to language form is weakly or not at all related to the degree of foreign accent.


2010 ◽  
Vol 31 (2-3) ◽  
pp. 240-258 ◽  
Author(s):  
John L. Cordery ◽  
David Morrison ◽  
Brett M. Wright ◽  
Toby D. Wall

Author(s):  
Edward Godfrey Ochieng ◽  
Andrew David Freeman Price ◽  
Ximing Ruan ◽  
Yassine Melaine ◽  
Charles Egbu

Managing in today’s environment provides many challenges and project teams are frequently confronted with situations which challenge the traditional ways projects have been managed. Project success is dependent upon the effective management of people and at the heart of this process is client leadership. Terms such as responsive project manager, issue resolution and value criteria are increasing in popularity, however, dealing with the mutual inconsistency these three terms provides a challenge to most of today’s multinational construction organizations. In spite of recent extensive research, there has been little consideration given to how to classify success factors that influence cross-cultural project team performance. The reported research employed both in-depth interviews and postal questionnaires methodologies to capture the relevant experiences of senior managers in Kenya and the UK. The results were grouped under three major headings: (i) monitoring project team performance; (ii) achieving team goals; and (iii) maintaining team affiliations. The project leaders agreed that successful cross-cultural project team performance can be achieved by creating an effective integrated cross-cultural construction team. The findings accentuates a need for future research into project success factors to investigate the experiences of virtual project leaders and the difficulties faced in realizing effective project team performance.


2002 ◽  
Author(s):  
Ben R. Newell ◽  
Nicola J. Weston ◽  
Richard Tunney ◽  
David R. Shanks

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