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1 – 10 of over 5000Shannon Lloyd and Charmine Härtel
The purpose of this paper is to examine the impact that the level of individuals' intercultural competencies has on their satisfaction, trust and affective commitment and…
Abstract
Purpose
The purpose of this paper is to examine the impact that the level of individuals' intercultural competencies has on their satisfaction, trust and affective commitment and assessment of their work team.
Design/methodology/approach
An intercultural competencies classification system is developed in which the cognitive, affective and behavioural intercultural competencies predicted to impact upon individuals' responses toward, and assessments of, their work team are identified. The results of quantitative survey research providing support for the classification system are subsequently described.
Findings
Competencies identified as being related to individuals' responses toward, and assessments of, their work team include cognitive complexity, goal orientation, dissimilarity openness, tolerance for ambiguity and emotion, and conflict management skills.
Research limitations/implications
The research provides sound evidence for the important role that intercultural competence plays in facilitating positive individual level outcomes which it is theorised will lead to positive team level outcomes.
Originality/value
The key contribution of the research is the development of an intercultural competencies classification system which ties together in a single but multifaceted framework the intercultural competencies required for employees working in culturally diverse teams.
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Leigh Anne Liu, Wendi L. Adair, Dean Tjosvold and Elena Poliakova
The purpose of this paper is to provide an overview on the state of the field in intercultural dynamics on competition and cooperation at the individual, team, and organizational…
Abstract
Purpose
The purpose of this paper is to provide an overview on the state of the field in intercultural dynamics on competition and cooperation at the individual, team, and organizational levels. The authors integrate previous studies from multiple disciplines to articulate the contextual importance of intercultural dynamics. The authors also suggest three overarching themes to expand the field of research on intercultural dynamics.
Design/methodology/approach
The authors use an integrative literature review to articulate the importance of intercultural dynamics, provide an introduction to the new contributions in this special issue, and propose new directions for future research.
Findings
Intercultural dynamics research has the potential to expand in three overarching areas: constructive controversy, collaborative communication, and global competency and identity at multiple levels.
Research limitations/implications
Intercultural dynamics is still a nascent field emerging from cross-cultural and strategic management. The authors hope the review lays the groundwork for more studies on intercultural dynamics at the interpersonal, team, organizational, and mixed levels of analysis in both theory building and empirical works.
Practical implications
Understanding intercultural dynamics in competition and cooperation can help individuals and managers in multinationals and born global organizations navigate cultural complexity and foster cooperation.
Social implications
The authors hope the ideas on intercultural dynamics can facilitate collaboration and reduce conflict in intercultural encounters at the individual, organization, and societal levels.
Originality/value
This paper offers an overview on the state of the field and lays groundwork for more systematic inquiries on intercultural dynamics in competition and cooperation.
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Alexei V. Matveev and Richard G. Milter
Managers working in multinational companies carry out their organizational goals through multicultural teams. Performance of multicultural teams can be examined from an…
Abstract
Managers working in multinational companies carry out their organizational goals through multicultural teams. Performance of multicultural teams can be examined from an intercultural communication perspective. Executives, managers, management consultants, and educators interested in improving multicultural team performance need to know about intercultural competence and how it affects team performance. This article provides a working definition of high‐performance multicultural teams and outlines the challenges multicultural teams face. These definitions along with extensive interview data and detailed self‐reports of American and Russian managers working in multicultural teams emphasize the high importance of intercultural competence in improving the performance of these teams. This article also serves to highlight the characteristics of high‐performance multicultural teams, the common challenges of multicultural teams, and the sources of these challenges.
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This chapter evaluates the potential of virtual worlds for intercultural collaborative learning. A case study of a global lecture series is presented that used a virtual world as…
Abstract
This chapter evaluates the potential of virtual worlds for intercultural collaborative learning. A case study of a global lecture series is presented that used a virtual world as a platform for intercultural student collaboration. Students' subjective reports served as a basis for exploring cross-cultural differences in the perceived usefulness of virtual worlds for intercultural collaboration, and to examine what they have learned from working in an intercultural virtual team, what problems occurred, and how they resolved them. Based on the evaluation results, suggestions are provided for a culture-aware design of virtual worlds to facilitate intercultural collaborative learning and the development of intercultural literacy.
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Cultural dimensions studies can limit managers' ability to overcome challenges within international teams as they perpetuate stereotypical perceptions based on nationality…
Abstract
Cultural dimensions studies can limit managers' ability to overcome challenges within international teams as they perpetuate stereotypical perceptions based on nationality. Instead, managers can use identity theory to build a team culture based on interpersonal awareness in which team members view their colleagues as fully realized and predictable individuals.
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Luana Ferreira-Lopes, Iciar Elexpuru-Albizuri and María José Bezanilla
Allowing for interaction with foreign cultures without the need to travel, intercultural virtual collaboration represents a potential tool to develop business students’…
Abstract
Purpose
Allowing for interaction with foreign cultures without the need to travel, intercultural virtual collaboration represents a potential tool to develop business students’ intercultural competence. This study aims to explore students’ perceptions towards the implementation of a research-based task sequence in a project in which undergraduate Business students from Spain collaborated virtually with undergraduate business students from The Netherlands during a semester. More specifically, this paper investigates what intercultural competence indicators were mostly developed by the sequence implemented; how much each task from the sequence in question developed different intercultural competence indicators; and how much students enjoyed participating in each task.
Design/methodology/approach
Data was collected through after-task reflection questionnaires. A quantitative analysis of Likert-type questions was carried out and open-ended responses were used to illustrate findings.
Findings
Results reveal that the task sequence developed different dimensions of students’ intercultural competence and, particularly, fostered a positive attitude towards intercultural relationships, increased students’ cultural knowledge and awareness and equipped students with skills to work in diverse teams. It also showed that as complexity grew along the sequence, the average students’ perception of their intercultural competence development tended to decrease. The majority of students’ very much liked participating in the different tasks.
Originality/value
Designing telecollaborative projects can be very challenging and understanding the learning potential of different pedagogical strategies for virtual collaborative environments can help teachers to take better-informed decisions.
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Wendi L. Adair, Catherine H. Tinsley and Masako Taylor
We offer a conceptualization of third culture in intercultural interactions and describe its different forms as well as its antecedents and consequences. Third culture is a…
Abstract
We offer a conceptualization of third culture in intercultural interactions and describe its different forms as well as its antecedents and consequences. Third culture is a multicultural team's shared schema that contains not only team and task knowledge, but also a shared set of beliefs, values, and norms grounded in the national cultures of the team members. We develop a typology to distinguish third culture schema form on two dimensions: third culture strength and third culture content. We then propose both team process and team composition variables that influence the emergence of these different forms. Furthermore, we use social identity formation and sensemaking mechanisms to propose the effects of these third culture forms on team performance.
The business leaders of today need guidance for managing virtual teams more than ever before. This chapter sets out the case for transforming businesses into virtual communities…
Abstract
The business leaders of today need guidance for managing virtual teams more than ever before. This chapter sets out the case for transforming businesses into virtual communities, with 10 key practical strategies designed to help global business leaders manage their increasingly dispersed and diverse virtual teams.
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