Leading Global Teams Means Dealing with Different

This paper investigates the perceptions of members of 43 culturally diverse global virtual teams, with respect to team processes and outcomes. Despite widespread acknowledgement of the challenges presented by cultural differences in the context of global teams, little is known about the effect of these differences on team dynamics in the absence of face-to-face interaction. Using a student-based sample, we study the relationship between global virtual team members’ individualistic and collectivistic orientations and their evaluations of trust, interdependence, communication and information sharing, and conflict during the team task. Our results suggest that a collectivist orientation is associated with more favorable impressions regarding global virtual team processes and that cultural differences are not concealed by virtual means of communication.

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Language as a lightning rod: Power contests, emotion regulation, and subgroup dynamics in global teams

Journal of International Business Studies ◽

10.1057/jibs.2013.62 ◽

2013 ◽

Vol 45 (5) ◽

pp. 536-561 ◽

Cited By ~ 119

Author(s):

Pamela J Hinds ◽

Tsedal B Neeley ◽

Catherine Durnell Cramton

Keyword(s):

Emotion Regulation ◽

Global Teams

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New technologies in consulting sector – the paradigm of agility

Nowoczesne Systemy Zarządzania ◽

10.37055/nsz/129433 ◽

2017 ◽

Vol 12 (2) ◽

pp. 133-146

Author(s):

Celina SOŁEK-BOROWSKA

Keyword(s):

Data Collection ◽

Knowledge Sharing ◽

Knowledge Economy ◽

New Technologies ◽

Competitive Environment ◽

Successful Implementation ◽

Global Teams ◽

Global Marketplace ◽

Changing Knowledge

In order to keep pace with the demands of the ever-changing knowledge economy, organizations must be aware of the knowledge sharing tools that are in use today, customizing the technology to help them maintain a competitive advantage in the global marketplace. Moreover because of the competitive environment the shift is towards agile paradigm. The outcome of this study will enable further understanding of knowledge sharing in consulting companies and will therefore contribute towards successful implementation of knowledge sharing as part of organizational knowledge sharing culture. The limitations identińed were the use of interview as the only form of data collection, since the company did not authorize the collection of documents, the interviews were conducted via Skype®. The ńndings are based on one case study and the ńndings are not generalizable. The results of this research may be useful for academics and organizations because they deepen the discussion on knowledge sharing in global teams.

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Multicultural Teamwork as a Source of Experiential Learning and Intercultural Development

Journal of English Studies ◽

10.18172/jes.169 ◽

2011 ◽

Vol 9 ◽

pp. 143 ◽

Cited By ~ 1

Author(s):

María del Carmen Méndez García ◽

María Luisa Pérez Cañado

Keyword(s):

Experiential Learning ◽

Theoretical Consideration ◽

Intercultural Competence ◽

Global Teams ◽

Intercultural Development ◽

Team Members ◽

Life Long Learning ◽

Multicultural Team

This paper delves into multicultural teamwork as a source of experiential learning. It starts with a theoretical consideration of work in global teams, with a particular stress on the possibilities they offer for experiential learning on a cooperative and collaborative basis. From a practical sphere, the paper presents part of the results yielded by a study on multicultural teamwork dynamics in which the opportunities these types of groups provide for learning on the spot are explored in the light of the team members’ development of key components of intercultural competence. The paper concludes with a reflection on the relevance of experiential learning for multicultural team workers’ life-long learning.

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