scholarly journals Meta-Teams: Getting Global Work Done in MNEs

2018 ◽  
Vol 45 (2) ◽  
pp. 510-539 ◽  
Author(s):  
Diana Santistevan ◽  
Emmanuel Josserand
Keyword(s):  
Multinational Enterprises ◽  
Clear Understanding ◽  
Intermediate Structure ◽  
Global Teams ◽  
Global Integration ◽  
Operational Practices ◽  
Mind Set ◽  
Global Work ◽  
Work Done ◽  
Organizational Needs

To allow for flexibility and global integration in multinationals, global teams are becoming more fluid, forming and dispersing quickly to address organizational needs. The coordination that takes place in these temporary agile teams is critical for global work. However, current conceptualizations of teams and methodological approaches do not provide a clear understanding of dynamic global teams and how they get global work done in multinational enterprises (MNEs). To address this, we mobilize the teaming perspective to explore global work in the complex matrix structure of Computer (a pseudonym), a large technology MNE. Our study includes interviews and observations from 40 global account teams. The findings suggest that an intermediate structure, which we call a meta-team, provides a referential space that supports teaming. Within the meta-team, operational practices and a common mind-set provide guidelines for member behavior and expectations. Additionally, teaming substructures form and change to adapt to activities. This study contributes to the literature by (1) demonstrating how dynamic global work gets done in MNEs through meta-teams and teaming; (2) showing how meta-teams address some of the challenges of global work, such as fluid collaboration and multiple-team participation; and (3) providing new insights for teaming in context and temporary work.

scholarly journals Actors, Structure, and Processes: A Review and Conceptualization of Global Work Integrating IB and HRM Research

2018 ◽  
Vol 45 (2) ◽  
pp. 359-383 ◽  
Author(s):  
B. Sebastian Reiche ◽  
Yih-teen Lee ◽  
David G. Allen
Keyword(s):  
Human Resource ◽  
International Business ◽  
Scientific Community ◽  
Multinational Enterprise ◽  
Future Research ◽  
Special Issue ◽  
Global Work ◽  
Work Done ◽  
Advance Knowledge ◽  
Cross Fertilization

As organizations increasingly fulfill their customer needs by getting their work done globally, there is a pressing need for the scientific community to further advance knowledge on global work, especially in terms of how to better conceptualize and integrate it. A particular opportunity for such development involves the cross-fertilization between the international business (IB) and human resource management (HRM) literatures, which serve as the focal domains to study global work phenomena but have treated global work largely as separate research streams. We therefore edited a special issue to contribute to a more integrative understanding of various aspects of global work across both domains. In this opening article, we review existing research on global work in the multinational enterprise from both IB and HRM perspectives. Subsequently, we present a shared conceptualization of global work that helps integrate theoretical and empirical research in both fields. We then introduce the articles in this special issue, before developing an integrative agenda for future research on global work.

scholarly journals The Nucleation and the Intrinsic Microstructure Evolution of Martensite from 332113β Twin Boundary in β Titanium: First-Principles Calculations

Metals ◽  
2019 ◽  
Vol 9 (11) ◽  
pp. 1202 ◽  
Author(s):  
Chen ◽  
Ma ◽  
Wang
Keyword(s):  
Twin Boundary ◽  
Microstructure Evolution ◽  
First Principles ◽  
Atomic Scale ◽  
Clear Understanding ◽  
Intermediate Structure ◽  
First Principles Calculations ◽  
Ti Alloys ◽  
Α Phase ◽  
Strength And Ductility

A clear understanding on the inter-evolution behaviors between 332113β twinning and stress-induced martensite (SIM) α″ in β-Ti alloys is vital for improving its strength and ductility concurrently. As the preliminary step to better understand these complex behaviors, the nucleation and the intrinsic microstructure evolution of martensite α″ from 332113β twin boundary (TB) were investigated in pure β-Ti at atomic scale using first-principles calculations in this work. We found the α″ precipitation prefers to nucleate and grow at 332113β TB, with the transformation of 332113β TB→130310α” TB. During this process, α″ precipitation firstly nucleates at 332113β TB and, subsequently, it grows inwards toward the grain interiors. This easy transition may stem from the strong crystallographic correspondence between 332113β and 130310α” TBs, and the region close to the 332113β TB presents the characteristics of intermediate structure between β and α″ phases. Kinetics calculations indicate the α″ phase barrierlessly nucleates at 332113β TB rather than in grain interior, where there is higher critical driving energy. Our calculations provide a unique perspective on the “intrinsic” microstructure evolution of martensite α″ from 332113β TB, which may deepen our understanding on the precipitation of martensite α″ and the inter-evolution behaviors between 332113β twinning and martensite α″ in β-Ti alloys at atomic scale.

CSR by Chinese Multinational Enterprises: Drivers of Global Integration and Local Responsiveness

2015 ◽  
Vol 2015 (1) ◽  
pp. 14403 ◽  
Author(s):  
Christof Miska ◽  
Michael A. Witt ◽  
Günter K. Stahl ◽  
Monika Mikulová
Keyword(s):  
Multinational Enterprises ◽  
Global Integration ◽  
Chinese Multinational Enterprises

Global Teams

2020 ◽  
Author(s):  
Julia C. Gluesing
Keyword(s):  
Influence Factors ◽  
Global Teams ◽  
Contextual Influences ◽  
Team Members ◽  
Roles And Responsibilities ◽  
Global Team ◽  
Geographically Dispersed ◽  
Geographic Boundaries ◽  
Culture Distance ◽  
Global Work

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.

scholarly journals IDENTIFYING CRITICAL SUCCESS FACTORS FOR CONSTRUCTION PARTNERING IN VIETNAM

2020 ◽  
Vol 30 (06) ◽  
Author(s):  
DANG NGOC CHAU ◽  
LE HOAI LONG
Keyword(s):  
Construction Industry ◽  
Critical Success Factors ◽  
Success Factors ◽  
Clear Understanding ◽  
Financial Security ◽  
Mutual Trust ◽  
Global Integration ◽  
Critical Success ◽  
Analysis Technique ◽  
Score Method

Partnering has been applied in the Vietnamese construction industry for several recent years, due to many new challenges emanating from the global integration and economic booming. This paper focuses on critical success factors (CSFs) for partnering in the Vietnamese construction industry. Using mean score method, this paper identifies six key CSFs for partnering in Vietnamese construction, including financial security, commitment from top management, mutual trust between parties, adequate resources, effective communication, and clear understanding about scope and objectives. Using factor analysis technique, eight underlying components for partnering in Vietnamese construction are extracted, including dedication, readiness, coordination, teamwork, sufficiency, leading, balance, and clearness. The findings could provide construction practitioners with useful information for deploying partnering in the Vietnamese construction industry and, hence, increase the chance of partnering success.

Innovation and Entrepreneurship in India: An Overview

2019 ◽  
Vol 15 (03) ◽  
pp. 467-493 ◽  
Author(s):  
Suresh Bhagavatula ◽  
Ram Mudambi ◽  
Johann Peter Murmann
Keyword(s):  
Information Technology ◽  
Human Capital ◽  
Multinational Enterprises ◽  
World Economy ◽  
Global Network ◽  
Global Integration ◽  
Subsequent Growth ◽  
Global Innovation ◽  
The World ◽  
Innovation And Entrepreneurship

ABSTRACTIndia began the process of market liberalization that opened it to significant interactions with the world economy in 1991. In this essay, we provide an overarching view of the country's journey toward integration with the global innovation and entrepreneurship network. Major nodes in this global network have two major components that may be metaphorically referred to as ‘pillars and ivy’. Globally connected multinational enterprises (MNEs) form the pillars. Agile startups are the ivy, and their success (metaphorically, the height to which they can climb) depends on their symbiotic connections with the pillar MNEs. Both components are essential and reinforce each other. Without MNEs, the scaling of startups is hampered. Without a vibrant population of startups, MNEs’ interest in a location remains driven by cost, rather than capability and creativity. MNEs (mainly foreign) provided the initial sparks for the formation of the Indian innovation and entrepreneurship ecosystem. We chart the subsequent growth of India's startups. They began in the information technology (IT) sector but now cover a much wider range of industries. Today, India's innovation and entrepreneurship ecosystem is one of the largest in the world, with global integration in terms of technology, financing, human capital, and administration.

Abilities required by professional foresters in practice

1996 ◽  
Vol 72 (5) ◽  
pp. 491-499 ◽  
Author(s):  
P. E. Zundel ◽  
T. D. Needham
Keyword(s):  
Forest Policy ◽  
Job Analysis ◽  
Clear Understanding ◽  
Life Long Learning ◽  
Analysis Technique ◽  
Structure Problem ◽  
Operational Practices ◽  
Learning Competence ◽  
Analytical Frameworks ◽  
Professional Foresters

To meet the changing educational needs of forestry practice, a clear understanding of what foresters and forest engineers do is required. This paper presents the results of a facilitated DACUM workshop in which 10 foresters and forest engineers from across Canada were asked to define the abilities required by foresters in practice. The DACUM process is a job analysis technique that identifies the tasks and duties performed by a competent practitioner. A consensus was reached by the participants on the following general areas of competence: Demonstrate a level of comfort in the woods; apply basic forest operational practices; demonstrate an understanding of economic and resource values; communicate; interact successfully with people; structure problem-solving and decision-making; supervise effectively; manage a working unit; demonstrate an understanding of forest policy and legislation and demonstrate a commitment to life-long learning. A series of analytical frameworks to evaluate the results are presented and the forestry community is asked to respond. Key words: forestry, professional practice, education, learning, competence, DACUM, job analysis, curriculum, teaching, continuing education, certification

The Determinants of Global Integration Strategies of Chinese Multinationals—Some Empirical Evidence

2010 ◽  
Vol 2 (1) ◽  
pp. 61-86 ◽  
Author(s):  
Bersant Hobdari ◽  
Evis Sinani ◽  
Marina Papanastassiou ◽  
Robert Pearce
Keyword(s):  
Empirical Evidence ◽  
Multinational Enterprises ◽  
Evidence Based ◽  
Global Integration ◽  
Strategic Choices ◽  
Firm Level ◽  
Chinese Mnes ◽  
Chinese Multinationals ◽  
Integration Strategies ◽  
Chinese Multinational Enterprises

The main purpose of this research is to understand the determinants of global integration strategies of Chinese Multinational Enterprises (MNEs). In this article, we identify four expansion strategies for Chinese MNEs, that is, horizontal, vertical, lateral and risk diversification and we investigate a series of location and firm-level factors that determine the adoption of each strategy. We present empirical evidence based on data from the 2008 Spring edition of the Lexis Nexis Corporate Affiliates Directory. Our results indicate that Chinese MNEs expand internationally through a grid of strategic choices which is diversified geographically and industrially.

scholarly journals Liminality, Anthropology, and the Global Organization

2016 ◽  
Vol 1 (1) ◽  
pp. 13
Author(s):  
Julia C. Gluesing
Keyword(s):  
Multinational Enterprises ◽  
Rapid Change ◽  
Global Organizations ◽  
Pure Possibility ◽  
Multiple Contexts ◽  
Global Organization ◽  
Global Understanding ◽  
Global Work

Turner described liminality as a “realm of pure possibility” that can give rise to novel configurations of ideas within a ritual framework, while Bourdieu referred to liminality as a “space of possibles.” One of the greatest challenges managers and their employees face in multinational enterprises that cross multiple boundaries is the increased complexity brought about by ambiguity, multiplicity, interdependence, and constant, rapid change. Working in global organizations means operating simultaneously in multiple contexts. Anthropologists can make a contribution to an understanding of global work by managing ambiguity and crossing boundaries; by living and working liminally―something acquired in both anthropological training and through experience; and by bringing creativity to the forefront to foster global understanding.

scholarly journals Assessing the Competitiveness of Chinese Multinational Enterprises Development: Evidence From Electronics Sector

SAGE Open ◽  
2020 ◽  
Vol 10 (1) ◽  
pp. 215824401989821
Author(s):  
Md. Salamun Rashidin ◽  
Sara Javed ◽  
Lingming Chen ◽  
Wang Jian
Keyword(s):  
Multinational Enterprises ◽  
Global Market ◽  
Small Enterprises ◽  
Diamond Model ◽  
Chinese Mnes ◽  
Operational Practices ◽  
The Right ◽  
Global Company ◽  
Country Specific ◽  
Chinese Multinational Enterprises

Multinational enterprises (MNEs) are key drivers of globalization. The study investigated the performance of leading Chinese electronics MNEs, Huawei, Lenovo, and Haier, and made a comparison between Chinese electronics MNEs and American electronics MNEs along with their specifications in terms of globalization by using Asmussen’s model, Petersen’s model, Rugman’s firm-specific and country-specific advantage (FSA-CSA) matrix, and the Porter’s diamond model. Findings revealed that only Huawei is the truly global company at present; nevertheless, Lenovo and Haier are both on the right track, reaching the same status as Huawei. These firms can successfully utilize their country-specific advantages by capitalizing on China’s external partnerships and existing trade agreements. Chinese projects seem to be able to provide Chinese MNEs with the ability to maximize their opportunity to seek growth externally and enter the global market. An examination of MNE practices facilitated by American and Chinese firms imparts relevant commonalities but differences in operational practices. Small enterprises can follow the process and strategy, while policymakers will receive a suggestion to implicate an industrial-friendly policy.

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