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Article
Publication date: 13 April 2012

Niranjan Kalyandurg and K.B. Akhilesh

This case study feature aims to focus on team performance in a global product development environment and endeavors to enable managers and leaders of global teams to…

Abstract

Purpose

This case study feature aims to focus on team performance in a global product development environment and endeavors to enable managers and leaders of global teams to benefit from the insight.

Design/methodology/approach

The paper outlines a case study conducted in an organizational setting spanning a period of five years. The researchers studied a department consisting of product development team members in an emerging region and report findings in the context of existing concepts.

Findings

Based on the case study, it is observed that global product development teams are similar to other teams and are governed by structure, task, leadership and team processes. The distance and culture aspect of global teams tend to have additional challenges. Some of these challenges can be mitigated by enabling a robust team design, the right team composition, common processes, alignment with structure, focused training and development, consistent performance and evaluation mechanisms, as well as implementing knowledge management systems and having senior management support.

Research limitations/implications

Usage of global teams for product development is rapidly increasing and the understanding of team performance is critical for their success. This case study is based on an actual product development team engaged over a period of five years. The insights gathered provide a practical perspective of global team functioning that can be used for further exploration and research.

Practical implications

The case study findings can be used by practicing managers, leaders of global teams and organizations to help them understand various factors and implications that may reduce global team challenges in a product development scenario. Some of the best practices suggested in the study may help those creating a global team.

Originality/value

The case study illustrates some of the practical aspects of a global product development function. The approach into examining the functioning of a working team over a period of time helps provide a valuable and coherent view of a complex phenomenon. The factors uncovered during the study help provide a basis for further research.

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Book part
Publication date: 14 October 2015

Mary M. Maloney, Mary Zellmer-Bruhn and Priti Pradhan Shah

In this chapter we develop a conceptual model describing how global teams do more than accomplish discrete tasks, and create “spillover coordination” effects by…

Abstract

Purpose

In this chapter we develop a conceptual model describing how global teams do more than accomplish discrete tasks, and create “spillover coordination” effects by influencing the amount of work-related direct contact among team members outside the task boundaries of the team. We theorize that spillover coordination is the result of relational and cognitive social capital developed through team interaction. We also propose that the design of the team and the context in which it operates influence the degree to which social capital develops.

Methodology/approach

We develop a conceptual model including propositions that can be tested empirically. We suggest avenues for future research.

Practical implications

Our model proposes that teams are a more powerful cross-border integration mechanism than originally thought in existing literature in international management and organizational behavior, since they affect social capital that can benefit the broader MNE beyond scope of the task and after the team disbands. Our approach suggests that MNE managers should be mindful of global team spillover effects and intentional in the way they design global teams if those benefits are to be achieved.

Originality/value

Most research on global teams, and teams in general, does not look past the task and time boundary of the team. We expand the view of team effectiveness to encompass those dimensions.

Details

The Future Of Global Organizing
Type: Book
ISBN: 978-1-78560-422-5

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Book part
Publication date: 23 July 2014

Katherine A. Schroeder, Peter F. Sorensen and Therese F. Yaeger

Current trends such as a steadfast movement toward globalization, increased connectivity and use of networks in business relationships, rapidly changing technology…

Abstract

Current trends such as a steadfast movement toward globalization, increased connectivity and use of networks in business relationships, rapidly changing technology, increased pressure for economic profitability, and economic concern create an environment where a focus on global team effectiveness is imperative. This study provides greater clarity on the workings of global hybrid team effectiveness including an examination of accelerators and decelerators. It also proposes a new model of Global Working behaviors to be applied systematically to all McKinsey 7-S areas – Strategy, Structure, Systems, Shared Values, Style, Skills, and Staff – in order to accelerate global hybrid team effectiveness.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78350-312-4

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Article
Publication date: 4 January 2016

Marjorie Derven

– The purpose of this paper is to provide a framework that can be used to enhance the effectiveness of global teams.

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4736

Abstract

Purpose

The purpose of this paper is to provide a framework that can be used to enhance the effectiveness of global teams.

Design/methodology/approach

The objectives of this paper are to provide a practical, concise framework for organizations that are using or considering global virtual teams. Based on extensive consulting research and literature review, the paper describes how global virtual teams can use Diversity & Inclusion, structure and processes to promote desired outcomes.

Findings

With globalization and skill shortages, global virtual teams are required to meet critical organizational objectives. Often these teams fall short of their promise, due to the complexity and lack trust and formal processes. This paper presents a framework to address these challenges.

Practical implications

Global virtual teams can use the proposed framework presented in this paper to promote high performance in both results and relationships.

Originality/value

This paper presents an original framework for optimal global team functioning.

Details

Industrial and Commercial Training, vol. 48 no. 1
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 15 June 2010

Nicola Berg and Dirk Holtbrügge

In the last few years, several empirical studies about the determinants and success factors of global teams have been published. While these studies show many interesting…

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3107

Abstract

Purpose

In the last few years, several empirical studies about the determinants and success factors of global teams have been published. While these studies show many interesting results, they are often focused on single variables such as cultural homogeneity, cooperation length, or task complexity, but rarely analyze the complex relationships between these concepts. The aim of this paper is to explore how members of global teams consider the relevance of different determinants of their cooperation, how these determinants are interrelated, and how they influence team performance.

Design/methodology/approach

In this paper, a network study of global teams in the automotive and airline industries is presented. Based on interviews with the members of nine teams in three companies the software programs NVivo and UCINET were applied for a construct causal network analysis of the relationships between various team characteristics and their impact on team performance.

Findings

The study shows that the interaction of team members from different cultures does not directly impact the productivity and creativity of teams. This relationship is rather influenced by various determinants such as task complexity, language skills, communication media and intercultural training.

Research limitations/implications

A restriction of this study is its regional concentration on teams with members from European cultures. Future research should broaden this perspective and focus on global teams with a more diverse composition in terms of culture. For example, it would be interesting to know whether for global teams in Asia, South America or Asia similar or different determinants are relevant.

Originality/value

The study enhances the knowledge of the complex interrelationships between various determinants of global teams and their impact on team performance. A major methodological contribution is the analysis of real teams, enabling a far more realistic picture than previous experimental studies conducted in this area that deal with simulated teams, whose members do not have a shared past nor a shared future.

Details

Team Performance Management: An International Journal, vol. 16 no. 3/4
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 1 March 2003

Michael Harvey, Matthew B. Myers and Milorad M. Novicevic

The increase in cooperative global arrangements between suppliers and customers has grown precipitously in the last five years. These global account management (GAM…

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2048

Abstract

The increase in cooperative global arrangements between suppliers and customers has grown precipitously in the last five years. These global account management (GAM) programs are frequently brought about owing to the initiative of the global customers, requiring their suppliers to service their total global needs. Suppliers in turn perceive GAM programs as a means to develop long‐term relationships with key global customers in order to hinder competitive inroads. The managerial issues in implementing GAM strategies/programs and developing GAM teams are the focus of this paper. Based on the bargaining framework of relational contracting theory, a step‐by‐step process for management to follow when implementing a GAM program is proposed.

Details

Journal of Management Development, vol. 22 no. 2
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 September 2017

Raveh Harush, Alon Lisak and Ella Glikson

Using social categorization perspective, the purpose of this paper is to explore the effect of global identity, perceived proximity, and team interdependence on relational…

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1161

Abstract

Purpose

Using social categorization perspective, the purpose of this paper is to explore the effect of global identity, perceived proximity, and team interdependence on relational conflict in multicultural distributed teams.

Design/methodology/approach

Participants were 317 MBA students in 83 multicultural distributed project teams. Structural equation modeling and bootstrap methods were used to test the study model.

Findings

The results demonstrate that the indirect effect of global identity on relational conflict, through the pathway of perceived proximity, is moderated by team interdependence. More specifically, global identity leads to higher perceived proximity and lower relational conflict levels under low, rather than high, interdependence levels.

Research limitations/implications

The particular study context (multicultural distributed MBA student project teams) may limit the extent of the generalization of the findings.

Practical implications

The findings presented here can help practitioners in global organizations to defuse relational conflicts in multicultural distributed teams by embracing a global cultural approach and relying on shared global identity in team building, personnel selection, and development. Additionally, managers should be conscientious when they use the practice of facilitating interdependence between team members and assess the need for other interventions.

Originality/value

This study advances multicultural distributed team research by highlighting the role of global identity in reducing relational conflict, identifying the mediation mechanism of perceived proximity, and the boundary conditions of team interdependence levels under which this attenuation effect prevails.

Details

Cross Cultural & Strategic Management, vol. 25 no. 1
Type: Research Article
ISSN: 2059-5794

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Book part
Publication date: 14 October 2015

Lena Zander, Christina L. Butler, Audra I. Mockaitis, Kendall Herbert, Jakob Lauring, Kristiina Mäkelä, Minna Paunova, Timurs Umans and Peter Zettinig

We propose team-based organizing as an alternative to more traditional forms of hierarchy-based organizing in global firms.

Abstract

Purpose

We propose team-based organizing as an alternative to more traditional forms of hierarchy-based organizing in global firms.

Methodology/approach

Advancements in the study of global teams, leadership, process, and outcomes were organized into four themes: (1) openness toward linguistic and value diversity as enhancing team creativity and performance, (2) knowledge sharing in team-based organizations, (3) the significance of social capital for global team leader role success, and (4) shared leadership, satisfaction, and performance links in global virtual teams.

Findings

We identify questions at three levels for bringing research on team-based organizing in global organizations forward. At the within-team individual level, we discuss the criticality of process and leadership in teams. At the between-teams group level, we draw attention to that global teams also need to focus on relationships and interactions with other teams within the same global firm, for example, when sharing knowledge. With respect to the across-teams organizational level, we highlight how bringing people together in global teams from different organizational units and cultures creates the potential for experiential individual and team-based learning, while making the firm more flexible and adaptable.

Theoretical implications

The potential of the relatively underexplored idea of global team-based firms as an alternative to hierarchy open up questions for empirical research, and further theorizing about the global firm.

Practical implications

Practitioners can learn about organizational, team, and individual challenges and benefits of global team-based organizing.

Originality/value

A century-old dominant organizational form is challenged when moving away from hierarchy- and hybrid-based forms of organizing toward team-based global organizing of work.

Details

The Future Of Global Organizing
Type: Book
ISBN: 978-1-78560-422-5

Keywords

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Book part
Publication date: 18 November 2019

Gouri Mohan and Yih-teen Lee

Collective global leadership requires team members to attempt to influence as well as accept influence from each other across multiple cultural, linguistic, and national…

Abstract

Collective global leadership requires team members to attempt to influence as well as accept influence from each other across multiple cultural, linguistic, and national boundaries, which is affected by the extent to which team members perceive the team as being safe for interpersonal risk-taking or the level of psychological safety in the team. The higher levels of collective leadership can, in turn, enhance the perceived psychological safety, and thereby create more positive outcomes for the team. This reciprocal relationship may be influenced by changes in team dynamics across the different stages of a team lifecycle. Using an inductive longitudinal study of 76 teams for nine months, we uncover the time-variant mutually reinforcing relationship between collective global leadership and team psychological safety. Our results show that the strength of this reciprocal relationship varies such that it is absent in the initial stage, becomes prominent in the middle stage, and then remains present, yet somewhat weakened, in the final stage of the team lifecycle. Our results also show that the initial collective leadership patterns in the team positively affect final leadership patterns, and this relationship is mediated by the team’s psychological safety in the middle stage of the team lifecycle. We discuss implications of this study on the theory and practice of global leadership and multinational teams.

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Article
Publication date: 1 October 2006

J. Alberto Espinosa, William DeLone and Gwanhoo Lee

The purpose of the paper is to better understand how global boundaries affect global information system (IS) project success and which mediating process variables increase…

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2485

Abstract

Purpose

The purpose of the paper is to better understand how global boundaries affect global information system (IS) project success and which mediating process variables increase the chance of success.

Design/methodology/approach

Based on the literature on IS success and global teams, an input‐process‐output framework is adopted to develop the research model for the study. This research is based on semi‐structured interviews with 22 global IS project managers. An attribution analysis is used to identify common themes and patterns of the interview results.

Findings

Global IS project managers identified time separation and cultural differences as the most significant barriers to project success. Our findings suggest that effective teams were able to overcome these barriers to achieve success, but this success was achieved through the implementation of special coordination, communication and cognitive processes tailored to help teams overcome global barriers and through considerable additional cost and effort.

Practical implications

This study furthers understanding of the global boundaries affecting global IS project success and the most effective processes that teams use to overcome global barriers.

Originality/value

Despite the increasing attention to global IS work, there is limited understanding of why and how global IS projects succeed or fail. The present study, investigates not only how multiple global boundary variables (e.g. geographic dispersion, time separation, language differences, cultural differences, etc.) affect IS project success, but also which processes teams use to cope with the challenges presented by these global boundaries.

Details

Information Technology & People, vol. 19 no. 4
Type: Research Article
ISSN: 0959-3845

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