Global Teams

Author(s):  
Julia C. Gluesing

Global teams have become a basic building block for organizing work that crosses geographic boundaries. They are an alternative to more traditional forms of hierarchy-based organizing and form the foundation of what is becoming known as the global networked organization. Global teams connect people who are geographically dispersed and work together on specific projects or tasks, crossing national, cultural, organizational, and linguistic boundaries. While global teams hold promise for organizing global work, they face conditions of complexity: (1) a multiplicity of different cultural contexts, governmental requirements, and multiple diverse stakeholders; (2) interdependence brought about by global flows of capital, information, and value chains; and, (3) ambiguity of meanings despite the fact that there is plenty of information. Management scholars have conducted most of the research about global teams from 1990 to 2018. These studies have shed light on global teaming processes, including communication and collaboration, facilitation and brokerage, leadership, language and identity, shared meaning, trust, power, national and organizational culture, distance, time, and technology. Some of the factors shown to improve global team effectiveness are as follows: a clear mission and objectives, explicit expectations for members’ roles and responsibilities, facilitating relationships among team members that leads to shared knowledge and a team identity, managing cultural, language and other contextual challenges, and monitoring and managing changing environmental conditions. While knowledge has grown about how global teams function, there is still much to learn about the complexity of multilevel cultural interactions in global teams and how different influence factors interact to affect performance. In-depth, longitudinal studies by anthropologists can provide such insights. The role of anthropologists is to assist the development of global teams by bringing nuance to the ways culture manifests in team member interactions and how social relationships are enacted and understood. Anthropologists can help build a richer understanding of contextual influences and the perceptions embedded in culture that shape sense-making across multiple contexts.

Author(s):  
Jung Kwak ◽  
Soyeon Cho ◽  
George Handzo ◽  
Brian P. Hughes ◽  
Sami S. Hasan ◽  
...  

Background: Healthcare chaplains have key roles in providing palliative support to patients and families, and they are well-suited to facilitate advance care planning (ACP). However, empirical data on the roles and responsibilities of chaplains in facilitating ACP are limited. Objectives: To examine the roles of board-certified healthcare chaplains in ACP in various healthcare settings. Methods: A cross-sectional, web-based self-report survey was conducted with 585 board-certified chaplains recruited from 3 major professional chaplains’ organizations in the U.S. The survey data included chaplains’ demographic and professional characteristics, their roles and responsibilities, and responses regarding communication and participation with other healthcare team members in facilitating ACP, including experienced barriers. Results: More participants worked in community hospital settings (42%) and academic medical centers (19.6%) than in any other setting. Over 90% viewed ACP as an important part of their work, 70% helped patients complete advance directives, and 90% helped patients discuss their preferences about end-of-life treatments. Many chaplains were not consistently included in team discussions regarding decision-making, although most chaplains reported that they could always find ways to communicate with their teams. Conclusion: Professional board-certified chaplains regularly engage in facilitating ACP discussions with patients and families in various healthcare settings. There is a need to recognize and provide systematic support for the role of chaplains in facilitating ACP conversations and to integrate chaplains into routine interdisciplinary team and family meetings.


2012 ◽  
Vol 12 (2) ◽  
pp. 193-210 ◽  
Author(s):  
Audra I. Mockaitis ◽  
Elizabeth L. Rose ◽  
Peter Zettinig

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.


2011 ◽  
Vol 9 ◽  
pp. 143 ◽  
Author(s):  
María del Carmen Méndez García ◽  
María Luisa Pérez Cañado

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.


2008 ◽  
pp. 1292-1308
Author(s):  
Iris C. Fischlmayr ◽  
Werner Auer-Rizzi

This chapter analyses the phenomenon of trust with regard to its significance for virtual teams. Guided by the existing literature on trust, this chapter presents different kinds of trust and the development of trust over time. The challenges inherent to virtual multicultural teams, thus to working teams, which are geographically dispersed and communicate with the help of electronic media, raise the questions of their consequences on trust. As virtual teams are mostly used in companies operating in different countries all over the world, the different cultural backgrounds of the team members are taken into account as well. To give an example for the relevance of this issue in practice, an illustrative case study on experiences international business students have made during virtual team projects is presented.


Author(s):  
Christie L. McDaniel

Virtual teams are become more and more popular as the world becomes more connected; furthermore, research is suggesting that virtual teams are as effective as face-to-face teams (Baker, 2002). This chapter compares and contrasts virtual teams with face-to-face teams in order to determine what differences exist as the workplace become virtual. It investigates how relationships between team members change when geographic boundaries are removed and how managers should adjust managerial styles when leading a virtual team. Also, a discussion of team dynamics—including the development of trust, team cohesion, and communication barriers—is included. Tips and techniques for developing an effective team are provided for virtual team managers.


2019 ◽  
Vol 3 (Supplement_1) ◽  
pp. S755-S756
Author(s):  
Samantha Solimeo ◽  
Melissa J Steffen ◽  
Ellen E Gardner ◽  
Omonyele Adjognon ◽  
Marlena Shin ◽  
...  

Abstract This study used a qualitative observational design to identify the team-, clinic-, and system-level resources necessary for effective geriatric medical home (i.e., GeriPACT) implementation and to differentiate the needs of GeriPACT compared to traditional PACT. Analysis of 80 interviews conducted with team members from 8 geographically dispersed GeriPACTs identified needs that may be unrecognized by primary care leadership, including: clinical space to accommodate caregivers and patients with impaired visual, mobility, cognitive, or hearing acuity; greater utilization of caregiver support programs and social workers to facilitate aging-in-place; age-sensitive clinical reminders; team member continuity and direct phone lines to reduce patient anxiety; and longer standard appointment lengths to reflect clinical complexity. In contrast to traditional primary care teams, GeriPACTs are not simply “PACTs for older adults”: GeriPACT members articulate population-specific resources that require support from facility leadership to accommodate the complex, age- clinical and social resources needed to support aging-in-place.


Author(s):  
Brock K. Parsons ◽  
John E. James ◽  
Mark C. Reuss

The architecture of an integrated suite of automation tools used to manage all project data for a major engineered facility is described. This paper discusses how these tools are configured to manage and manipulate the generation of design data by geographically dispersed team members; to support engineering, procurement, construction, operation and decommissioning; and to maintain data integrity throughout the project lifecycle. The challenges of team collaboration, knowledge management, cultural integration, and lessons learned are described.


2020 ◽  
Vol 29 (6) ◽  
pp. 364-372 ◽  
Author(s):  
Susan Furr ◽  
Susan Hayes Lane ◽  
Dana Martin ◽  
Dana E Brackney

Background: Students can find interacting within a healthcare team challenging. It is important for students to understand their role and respect those of other healthcare team members. Interprofessional education (IPE) is a strategy for exploring the roles of self and others within the team. Aim: The purpose of this study was to evaluate nursing students' perceptions of roles and responsibilities following an IPE experience. Methods: Students in an undergraduate baccalaureate degree nursing programme participated in a two-day IPE event with students in the physician's assistant's (PA) programme, pharmacy programme, and physical therapy (PT) programme. Findings: Self-perception and the perception of others were two main themes that emerged. The results suggested that roles and responsibilities are often misunderstood. Conclusion: Educators must be committed to educating our future healthcare workforce on role expectations and responsibilities within an individual's own profession and that of others. This education should start in the foundation stages of each discipline's educational curricula.


2019 ◽  
Vol 27 (6) ◽  
pp. 19-21

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Using geographically-dispersed teams presents both opportunities and threats to firms. The option can be cost-effective and employees welcome the chance to operate more flexibly and achieve a better work-life balance. Separation of team members is an obvious problem but can be overcome through effective communication and building a sense of belonging that can generate perceptions of proximity. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.


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