Creating value from cross‐cultural teams: An example of Franco–British collaborative ventures

Abstract

Purpose

To demonstrate the added value potential of cross‐cultural teams specifically related to Franco–British joint ventures. The paper begins by outlining the current context in M&As across Europe, then homes in on the specific trade links between France and the UK. To what extent are cultural differences a hindrance or a driving force in attaining mutual performance goals?

Design/methodology/approach

The main findings are collected from a survey of 300 companies in France and the UK carried out in 1999. The respondents were HR managers, training officers or middle managers in general. The research was supplemented by three in‐depth, semi‐directive interviews with HR managers at BP, Vivendi and Eurotunnel.

Findings

The research uncovers some of the main obstacles encountered when setting up Franco–British teams. Certain factors such as education systems, training systems and employment norms are brought to the forefront in an attempt to explain these fundamental differences.

Research limitations/implications

The study is longitudinal and aims at providing a more representative sample since the response rate on the English side was lower than that in France. The authors viewpoint is fuelled by information received during the in‐depth, semi‐directive interviews.

Practical implications

The article provides a useful insight into the workings of cross‐cultural teams in France and the UK.

Originality/value

Little has been written to date on the specific field of the cultural barriers influencing the success of Franco–British work teams.

Citation

Evans, D. (2006), "Creating value from cross‐cultural teams: An example of Franco–British collaborative ventures", Cross Cultural Management: An International Journal, Vol. 13 No. 4, pp. 316-329. https://doi.org/10.1108/13527600610713413