Measuring existent intercultural effectiveness in global teams

2015 ◽  
Vol 8 (1) ◽  
pp. 107-132 ◽  
Author(s):  
Wolfgang Messner
Keyword(s):  
Intercultural Communication ◽  
Factor Model ◽  
Project Managers ◽  
Self Report ◽  
Intercultural Training ◽  
Intercultural Effectiveness ◽  
Content Type ◽  
Global Team ◽  
The Individual ◽  
The Right

Purpose – Most intercultural frameworks assess intercultural competencies, but global businesses lack instruments to support the feedback loop, that is help project managers answer the question if an effective global team has been formed. The purpose of this paper is to develop and assess a new indicator for measuring the actual effectiveness of intercultural communication and collaboration at the individual and team level, the Mysore InterCultural Effectiveness (MICE) indicator. Design/methodology/approach – Based on a needs analysis in global businesses, international projects, and review of existing literature, a low-touch self-report indicator was developed. A test run in several international companies with live data obtained from 154 employees helped to validate the indicator using exploratory and confirmatory factor analysis. Findings – The MICE indicator is based on two scales: first, the effectiveness in interacting and collaborating with foreign counterparts by providing an answer to the question “how I think I am with them;” and second, the satisfaction with appropriateness of communication received from foreign interlocutors and the outcome of the collaboration by answering the question “how I think they are with me.” Originality/value – Empirical results indicate that the two scale/six factor model provides a good fit to the data. Using the MICE Indicator, it is now possible for project managers to effectively address shortcomings of intercultural communication skills in their international teams with the right type of intercultural training.

scholarly journals Cortical Thickness Links Impulsive Personality Traits and Risky Behavior

2019 ◽  
Vol 9 (12) ◽  
pp. 373 ◽  
Author(s):  
Rickie Miglin ◽  
Nadia Bounoua ◽  
Shelly Goodling ◽  
Ana Sheehan ◽  
Jeffrey M. Spielberg ◽  
...  
Keyword(s):  
Personality Traits ◽  
Sensation Seeking ◽  
Risky Behavior ◽  
Factor Model ◽  
Community Sample ◽  
Self Report ◽  
Impulsive Behavior ◽  
Behavior Scale ◽  
The Right

Impulsive personality traits are often predictive of risky behavior, but not much is known about the neurobiological basis of this relationship. We investigated whether thickness of the cortical mantle varied as a function of impulsive traits and whether such variation also explained recent risky behavior. A community sample of 107 adults (ages 18–55; 54.2% men) completed self-report measures of impulsive traits and risky behavior followed by a neuroimaging protocol. Using the three-factor model of impulsive traits derived from the UPPS-P Impulsive Behavior Scale, analysis of the entire cortical mantle identified three thickness clusters that related to impulsive traits. Sensation seeking was negatively related to thickness in the right pericalcarine cortex, whereas impulsive urgency was positively associated with thickness in the left superior parietal and right paracentral lobule. Notably, follow-up analyses showed that thickness in the right pericalcarine cortex also related to recent risky behavior, with the identified cluster mediating the association between sensation seeking and risky behavior. Findings suggest that reduced thickness in the pericalcarine region partially explains the link between sensation seeking and the tendency to engage in risky behavior, providing new insight into the neurobiological basis of these relationships.

Authentic leadership and work engagement: the mediating effect of practicing core values

2018 ◽  
Vol 39 (2) ◽  
pp. 276-290 ◽  
Author(s):  
Jihye Oh ◽  
Daeyeon Cho ◽  
Doo Hun Lim
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Authentic Leadership ◽  
Factor Model ◽  
Core Values ◽  
Mediating Effect ◽  
Self Report ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to investigate the mediating effect of practicing core values on the relationship between authentic leadership and work engagement in a Korean corporate environment. Design/methodology/approach Self-report data on authentic leadership, practicing core values, and work engagement were obtained from 281 employees of three major corporations in South Korea. Structural equation modeling was adopted to analyze the data. Findings The results revealed a direct and significant influence of authentic leadership on both practicing core values and work engagement. In addition, practicing core values was found to have a partial mediating effect on the relationship between authentic leadership and work engagement. Research limitations/implications This study revealed a three-factor model of authentic leadership compared to the four-factor model found in western cultural contexts. Similar findings are indicated for other Asian countries. A rigorous future study is warranted to validate the psychometric structure across different cultural settings. Harman’s single factor test was performed to address the common method variance issue. Practical implications Practicing core values functioned as a catalyst for developing authentic leaders. Therefore, it is necessary that organizational development practitioners perform developmental activities to purposefully facilitate practicing core values. Originality/value The study falls under the isolated or disregarded researched topic of the practicing core values in relation to authentic leadership and work engagement.

Continuous improvement: challenges for the project-based organization

2018 ◽  
Vol 35 (7) ◽  
pp. 1306-1320
Author(s):  
Fredrik Backlund ◽  
Erik Sundqvist
Keyword(s):  
Continuous Improvement ◽  
Project Performance ◽  
Project Managers ◽  
Management Teams ◽  
Content Type ◽  
Starting Point ◽  
Individual Project ◽  
The Individual ◽  
High Degree ◽  
Practical Implications

Purpose There are limited studies of continuous improvement (CI) from the perspective of a project-based organization (PBO). Hence, the purpose of this paper is to explore challenges that PBOs may encounter when applying CI. Design/methodology/approach An exploratory and qualitative approach has been used, involving six management teams in six different PBOs, using focus groups interviews as data collecting method. Findings A high degree of autonomy among project managers seems to limit a collective approach to project management in PBOs. As a consequence the overall PBO performance becomes subordinate to the individual project performance—an approach opposite to that of CI. Further, the management teams themselves seem to uphold a project focus, also complicating improvement initiatives from a PBO-perspective. Research limitations/implications The management teams have been the unit of analysis, where the PBOs mainly conduct projects in an engineering and construction context, and are located in the same country and region. This approach enables the thorough study of a phenomenon, while preconditions for generalization are limited. However, the findings could be used by researchers as a basis for more in-depth studies of specific challenges, and for making surveys to obtain generalization of results. Practical implications The results can induce awareness and understanding of different challenges if applying CI in a PBO, hence a starting point for finding ways to overcome these challenges. Originality/value The article contributes to an increased understanding of challenges that PBOs may encounter when applying CI, confirming and presenting additional findings compared to previous studies.

Digitalization efforts in liminal space – inter-organizational challenges

2020 ◽  
Vol 35 (1) ◽  
pp. 150-158 ◽  
Author(s):  
Jens Eklinder Frick ◽  
Vincent Hocine Jean Fremont ◽  
Lars-Johan Åge ◽  
Aihie Osarenkhoe
Keyword(s):  
Liminal Space ◽  
Content Type ◽  
Organizational Challenges ◽  
Liminal Spaces ◽  
Qualitative Research Design ◽  
Organizational Perspective ◽  
Separation Phase ◽  
Using Data ◽  
The Individual ◽  
The Right

Purpose The purpose of this paper is to analyze the benefits and drawbacks that strategically imposed liminality inflicts upon inter-organizational digitalization efforts within the different phases of its utilization. Design/methodology/approach This study empirically examines digitalization in a large multinational manufacturing company, Sandvik Machining Solutions, using data that were collected through interviews and a qualitative research design. Findings This study shows that a liminal space separated from the structures in which one is supposed to inflict changes increases the risk of developing an incompatible system that will be rejected in the incorporation phase. An inter-organizational perspective on liminality thus contributes to our understanding of the benefits and drawbacks that liminal space can pose for the organizations involved. Practical implications The study suggests that, in the separation phase, driving change processes by creating liminal spaces could be a way to loosen up rigid resource structures and circumvent network over-embeddedness. Finding the right amount of freedom, ambiguity and community within the liminal space is, however, essential for the transition of information as well as the incorporation of the imposed changes. Originality/value Introducing an inter-organizational perspective on liminality contributes to our understanding of the stress that liminal space can place on individuals as well as the individual organization.

Mediating influence of time management on the relationship between adult attention deficit and the operational effectiveness of project managers

2016 ◽  
Vol 35 (8) ◽  
pp. 970-984 ◽  
Author(s):  
Graeme Coetzer ◽  
Godfrey Gibbison
Keyword(s):  
Project Management ◽  
Attention Deficit ◽  
Time Management ◽  
Project Managers ◽  
Self Report ◽  
Future Research ◽  
Operational Effectiveness ◽  
Content Type ◽  
Potential Benefits ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship between adult attention deficit (AAD) and the operational effectiveness of project managers (OEPM) as mediated by time management (TM). Design/methodology/approach In total, 104 actively employed business graduate students each had the opportunity to be a project manager within a project team. Each team member rated the others on their operational effectiveness, completed a self-report measure of TM and identified a close associate who completed an observer version of the Brown Adult Attention Deficit Scale. The Sobel and Hayes tests were used to test the hypothesis that TM mediates the relationship between AAD and OEPM. Findings AAD is negatively associated with TM and OEPM, and TM is positively associated with OEPM. TM partially mediates the relationship between AAD and OPME. Research limitations/implications Future research requires a sample of project managers drawn directly from the workplace, and needs to examine the association of AAD with a wider set of project conditions and associated competencies to identify potential benefits and challenges. An updated and validated measure of both TM and the OEPM is required in future research. Practical implications Individuals and organizations wanting to ensure timely and successful completion of key tasks and projects need to be aware of the potentially constraining influence of AAD on TM and OPME. Relatively more intensive time and project management training is suggested for disordered project managers and team members. The use of organizational coaches and peer coaching within project teams represents a potential opportunity for distributing the potential benefits of the disorder while managing the challenges. Employee assistance programs that raise awareness and provide access to assessment are an important part of multi-modal management of the disorder in the workplace. Social implications Employers are facing increasing social, legal and economic pressures to support functional but disordered employees, be more inclusive and take appropriate advantage of employee diversity. This research provides constructive suggestions for how to support disordered employees with project management responsibilities. Originality/value This research study is the first examination of the relationships between AAD, TM and OEPM, and is of value to researchers, organizational development specialists, human resource management specialists, managers and employees who are seeking effective multi-modal management of the disorder in the workplace.

Intercultural communication competence and preferred public relations practices

2015 ◽  
Vol 19 (2) ◽  
pp. 167-183 ◽  
Author(s):  
Lan Ni ◽  
Qi Wang ◽  
Maria De la Flor
Keyword(s):  
Public Relations ◽  
Intercultural Communication ◽  
Direct Effect ◽  
Communication Competence ◽  
Self Report ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
Intercultural Communication Competence ◽  
Positive Direct

Purpose – The purpose of this paper is to examine how individual-level intercultural communication competence (ICC) represented by cultural empathy, open-mindedness, and flexibility predicts preferred use of symmetrical, two-way, conservation, and ethical public relations practices (PRPs) among public relations (PRs) students. Design/methodology/approach – Structural equation modeling was used to analyze self-report data from 268 PRs students surveyed at a southern university. Findings – Results indicated that empathy, open-mindedness, and flexibility together significantly predicted the preferred use of all four PRPs. The three ICC variables each had a positive direct effect on symmetrical and ethical PRPs. Empathy and flexibility each had a positive direct effect on two-way and conservation PRPs. Research limitations/implications – This study provides evidence that the PRPs resulted from Excellence Theory, despite controversies over their practicality, are closely and positively related with ICC qualities such as empathy, open-mindedness, and flexibility among future practitioners. Future research should overcome the limitations in this study by examining current practitioners instead of PR students who are the future practitioners, investigating the PRP instruments’ criterion-related and construct validity, as well as exploring different levels and types of ICC. Originality/value – This study is new in bridging the gap between preferred PRPs and the qualities needed for those PRPs, thereby addressing two limitations in the current intercultural PRs research.

scholarly journals Assignment of project team members to projects

2019 ◽  
Vol 13 (6) ◽  
pp. 1381-1402
Author(s):  
Shankar Sankaran ◽  
Anne Live Vaagaasar ◽  
Michiel Christian Bekker
Keyword(s):  
Critical Realism ◽  
Project Managers ◽  
Project Team ◽  
Influence Strategies ◽  
Structured Interviews ◽  
Senior Managers ◽  
Content Type ◽  
Team Members ◽  
Balanced Leadership ◽  
The Right

Purpose The purpose of this paper is to investigate how project managers, influence the assignment of project team members by directly assigning or specifying who they want or by indirectly using lateral influence strategies to secure the appropriate resources. This study is part of a wider study investigating the balance between vertical and horizontal leadership in projects in which nomination (or assignment) was identified as a key event contributing to balancing the leadership. It focuses specifically on the nomination or assignment event at the start of a project. Design/methodology/approach Based on the philosophy of critical realism, case studies were used to collect data through 70 semi-structured interviews in Australia, Scandinavia and South Africa. Interviews were conducted with senior managers, project managers and project team members. Two project team members who worked with the same project manager were interviewed to gather diverse views. The data were analyzed individually by researchers from each location using a coding method proposed by Miles et al. (2014). The researchers then jointly analyzed the findings to arrive at five common themes from that explained how team members were assigned in practice. Findings Despite the recognized need for project managers to form their own teams, this study found that project team members were often assigned by others. This was because project managers lacked authority to secure their resources. Therefore, they used lateral influence strategies to help with assigning project team members. The study identified five lateral influencing strategies adopted by project managers to assign team members: creating an image of competence; creating coalitions; taking a gamble; waiting for the right moment; and reasoning with facts. Two of these lateral influencing strategies were not identified in the previous literature on influencing strategies used in organizations. Research limitations/implications The findings should not be viewed as representative of the respective continents where the cases were studied. However, this study contributes to the literature on project management, illuminating how project teams are assigned and by whom and, specifically, the role that influence plays during this event of the balanced leadership theory. It also identifies the types of lateral influence strategies used by project managers when assigning team members to their projects. It provides a pathway to explore the use of lateral influencing strategies by project managers beyond the assignment process. Practical implications This study will help project managers to become aware of influencing strategies that they can use in practice while assigning team members to their projects. It will also highlight the importance of assigning the right resources to projects with a view to achieving balanced leadership. Originality/value This research is of value to organizations using projects to successfully deliver their strategies by assigning suitable resources to their projects.

The impact of ICT on learning on-the-job

2015 ◽  
Vol 22 (1) ◽  
pp. 2-13 ◽  
Author(s):  
Lilla Hortovanyi ◽  
Adrienn Ferincz
Keyword(s):  
Knowledge Transfer ◽  
Optimal Level ◽  
Future Research ◽  
Content Type ◽  
Information And Communication ◽  
Ict Tools ◽  
The Individual ◽  
The Right ◽  
Effective Use ◽  
The Impact

Purpose – The purpose of this paper is to analyse the relationship between on-the-job learning and information and communication technology (ICT). Design/methodology/approach – Action research methodology was applied to study 62 small- and medium-sized corporations, and to interview over 200 knowledge workers and managers. The qualitative, textual data collected were transformed into 16 variables and analysed by multidimensional scaling. Findings – The paper provides insights into the optimal use of ICT in intra-organizational knowledge transfer and learning. We found that it is essential to use the right combination and number of technologies, aligned with the organization’s internal processes. Four different types of organizations with sub-optimal usage of ICT and possible strategies for them to reach the optimal zone were identified. For successful organizational learning, however, more is needed: the individual must also understand the value of learning and must be motivated to take part in it. Research limitations/implications – On-the-job-learning can be facilitated with ICT tools but only if the organization invests in the right levels of ICT. Too much technology can be as destructive to on-the-job learning as too little. Future research should look at other contexts (size, age, industry, etc.) to validate these findings. Practical implications – The paper demonstrates the effective use of ICT in knowledge transfer and on-the-job learning. Originality/value – The paper extends our understanding of human–computer collaboration. It highlights that finding the optimal level of ICT is essential for successful knowledge transfer and on-the-job learning.

Understanding employee knowledge: the development of an organizational memory scale

2014 ◽  
Vol 21 (2) ◽  
pp. 126-145 ◽  
Author(s):  
Annette Dunham ◽  
Christopher Burt
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation Modelling ◽  
Structural Equation ◽  
Factor Model ◽  
Five Factor Model ◽  
Organizational Memory ◽  
Self Report ◽  
Content Type ◽  
Equation Modelling ◽  
Test Retest Reliability

Purpose – The aim of this study is to develop a psychometrically sound self-report scale of organizational memory. The scale is planned for use in future research to test the relationship between what employees know and their attitudes to passing on their knowledge. Design/methodology/approach – A total of 72 organizational memory scale items representing six hypothesised dimensions of organizational memory were developed and tested with 143 participants using exploratory factor analysis. The resulting five-factor model was tested with a further sample of 288 employees using structural equation modelling, and the test-retest reliability was examined. Findings – Five factors of the organizational memory scale were identified. These were: socio-political knowledge, job knowledge, external network, history, and industry knowledge. The dimensions correlated with tenure variables often used as proxies for experience. Structural equation modelling confirmed the five-factor model and the scale achieved adequate test-retest reliability. Research limitations/implications – The five organizational memory factors are not an exhaustive list. While the scale enables employees to evaluate their own organizational memory, it may not necessarily be an accurate indicator of their knowledge. Practical implications – The scale can be used as a knowledge audit instrument for examining attitudes to mentoring and knowledge sharing, as well as for auditing knowledge that may potentially be lost when experienced employees leave organizations. Originality/value – The scale is a valid and reliable self-report measure of organizational memory. It is an innovative tool for examining employee attitudes to knowledge sharing initiatives. The scale also recognises the contribution made to organizational memory by those with industry knowledge outside the organization.

scholarly journals Stakeholders’ views on effective employment support strategies for autistic university students and graduates entering the world of work

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Henri Pesonen ◽  
Mitzi Waltz ◽  
Marc Fabri ◽  
Elena Syurina ◽  
Sarah Krückels ◽  
...  
Keyword(s):  
University Students ◽  
Research Question ◽  
Three Dimensions ◽  
Work Processes ◽  
Content Type ◽  
Effective Strategies ◽  
Support Strategies ◽  
Employment Support ◽  
The Individual ◽  
The Right

Purpose This paper aims to examine effective support strategies for facilitating the employment of autistic students and graduates by answering the following research question: What constitutes effective employment support for autistic students and graduates? Design/methodology/approach Data were collected using the method of empathy-based stories (MEBS) as part of a multinational European project’s Web-based survey. The data consisted of 55 writings about effective strategies and 55 writings about strategies to ]avoid when working with autistic students and graduates. The material was analysed using qualitative inductive content analysis. Narratives were created to illustrate desirable and undesirable environments and processes as they would be experienced by students, supported by original excerpts from the stories. Findings The analysis revealed that effective employment support for autistic students and graduates comprised three dimensions of support activity: practices based on the form and environment of support, social interaction support and autism acceptance and awareness. These dimensions were present in both recommended and not recommended support strategy writings. Originality/value The results add to the literature on autism and employment with its focus on the novel context of autistic university students and graduates. Effective strategies will be based on person-centred planning, to include not only the individual impact of autism but also individual career goals, workplace characteristics in the chosen field, employer needs and allocation of the right support. There is no one-size-fits-all strategy, but rather an individualized process is needed, focused on the identification of strengths, the adaptation of employment and work processes and improved understanding and acceptance of autism by management, colleagues and administration in the workplace.

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