Multinational teams in european and emerican companies
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978-3-631-75438-2
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Incorporating team context into research and practice concerning team
effectiveness in multinational organizations still remains an ongoing challenge.
The purpose of this dissertation is to explore the influence of industry, corporate
culture, structure, strategy and task characteristics on MNTs in business
organisations and to develop a more comprehensive framework connecting the
internal dynamics with contextual aspects of MNTs functioning in companies in
Europe and the USA The study has been conducted in an Austrian (VA TECH), a
German (Henkel) and an American company (K&M International). Forty-two
problem-centred interviews have been conducted with 22 team members and 20
team leaders. Levels of uncertainty, stress and turbulence influence organisations
and MNTs since teams and organisations have to reshape their strategies.
Multinational strategy has a positive impact on MNTs while companies with a
global strategy assign low value to diversity. MNT norms in companies with a
strong corporate culture are reflective of the organizational culture. MNTs at
companies with a weak corporate culture develop their own unique cultures and
deviate from the values and norms set by the organization. Team composition,
size and length of cooperation have a moderating effect on MNTs. We could
identify several team leader competences that contribute to team success. The
results show how teams reduce the complexity of operations by facilitating the
creation and transfer of explicit and tacit knowledge and by transferring
appropriate dimensions of the HQ corporate culture between geographically
dispersed business units.