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Due to strong competition and to the most recent market requirements, more and more enterprises or organisations have to realign their business activities in a new way to cope with the current economic situation. In the respective organisational structures, specific changes have to be made to manufacture the products and to provide relevant services more effectively. Moreover, services are often provided increasingly no longer from a centralised location. For this reason, decentralised teams in various locations have developed, working together to jointly reach the targets. So overall, organisations are facing new challenges to a growing extent. On the one hand, they have to cope with customers from different cultural areas, and on the other hand, the structure of the employees is changing simultaneously. The organisations have international departments or not. The trend is now clearly towards heterogeneous team structures. Consequently, it is crucial for the organisations to be successful in spite of generally tougher market conditions. And this operational success will not come about automatically but will require well-functioning, efficient teams. Before starting with the proper analysis of the success factors for team building; first of all, the theoretical basis will be provided. A general overview will be given on the central subject matter, and simultaneously, basic concepts will be initially presented. The second chapter deals with the topic of team and team work. Starting with the central topic’s partial aspect ‘virtual team’, the term ‘team’ will be defined and examined more in detail. In this context, first a historical review and the development of the terms will be provided. And hereby a distinct differentiation is made between the individual terms. Additionally, the transition from the (customary) team to the virtual team and its particular characteristics will also be emphasised. A further relevant aspect of the central subject matter is in particular the term ‘cross-cultural’. It refers above of all to the general topic of culture, and this will be in the focus of the third chapter. The goal here is to describe the fundamentals of culture, and the factors on which culture is built on. Another emphasis is on the models explained in the specialised literature. These explanations are necessary for analysing the two terms of intercultural competence and intercultural communication more precisely. The fourth chapter deals with the central topic of success factors. They are to be described and analysed here which contribute significantly to the success of a virtual team. For this purpose, for each success factor a definition is to be provided and the respective significance will be emphasised. The intercultural context is also a major focus. In the specialised literature, a wide range of factors have been described. The selection of such factors, which are to be considered, result from the findings of research work in the area of specialised literature and are at the same time closely linked to the author’s previous job experiences. Consequently, the work in relation to this book and the findings are of particular importance for the author. Chapter five is to meet the requirements regarding the evaluation of the theoretical findings based on practical experience. As the factors to be analysed have not yet been finally determined, a quantitative analysis cannot be made here. This would require a more comprehensive analysis or survey with a corresponding time frame, with the aim to get complex data material and figures serving as a basis for empirical analysis and evaluation. The basis for the analysis will be the practice-oriented experiences of experts which have been gained through interviews. The questions necessary for achieving this goal result from the factors that have been elaborated in chapter four. At the end of chapter five, general statements from experts will be the basis for the final evaluation. In chapter six, major results from the previous chapters’ will be given. Furthermore, the findings of chapter four will be contrasted with the general statements obtained from the interviews listed in chapter five. Based on the hereof resulting final consequences, recommendations for further focal areas of research and analyses will also be given.
This new book explores the recent issue of cross-cultural management from both theoretical and research perspectives. It considers the impact of knowledge, experience, and exposure of cross-cultural differences in developing a global viewpoint and citizenship in the corporate workplace. The volume throws light on the emerging concepts of building global citizens who are willing to think beyond boundaries of place, identity, and category, and to recognize all human beings as their equals while respecting humanity’s inherent diversity. The effective use of cross-cultural teams can provide a source of experience and innovative thinking to enhance the competitive position of organizations. However, cultural differences can interfere with the successful completion of goals in today’s multicultural global business community. To achieve project goals and avoid cultural misunderstandings, managers should be culturally sensitive and promote creativity and motivation through flexible leadership. The chapter authors in this volume look at these challenges by reviewing and conducting empirical studies, roundtables, and focus discussions. The volume tackles a variety of issues, including enterprise resource planning (ERP), talent management, differences in individual work performances, differences in leadership styles, virtual work relationships, and much more. It looks at the challenges in establishing crosscultural workplaces, such as the overcoming significant barriers in multi-cultural project communications and motivating project team members.
This third edition of the best-selling resource Mastering Virtual Teams offers a toolkit for leaders and members of virtual teams. The revised and expanded edition includes a CD-ROM with useful resources that allow virtual teams to access and use the book's checklists, assessments, and other practical tools quickly and easily. Deborah L. Durate and Nancy Tennant Snyder include updated guidelines, strategies, and best practices for working effectively with virtual teams across time and distance to see a project through. The useful tools, exercises, and real-life examples show how anyone can master the unique dynamics of virtual team participation in an environment where the old rules no longer apply.
Multicultural and multinational teams have become an important strategic and structural element of organizational work in our globalized world today. These teams are demonstrating their importance from the factory floors to the boardrooms of contemporary organizations. The emergence of multicultural teams is evident across a variety of organizations in the private, public, and civil society sectors. These developments have led to an increasing interest in the theory and practice of multicultural teams. Management educational and training programs are giving increasing attention to these developments. At the same time, there is emerging interest in research about and study of multicultural teams. This book emerged from our teaching, research, and consulting with multic- tural and diverse teams in multiple sectors over the last several years. In particular, we have developed and refined our ideas about the concepts in this book from teaching an advanced course called Effective Multicultural Teams in the Graduate Program at the School for International Training (SIT) in Vermont. We have learned from the rich background of students who are from, and have worked in, six con- nents, and who are, or plan to be, working in the public, educational, not-for-profit, and for-profit sectors. Additionally, we have engaged with a variety of teams through our consulting and training, providing consultation to teams in a variety of sectors and continents as they struggled to become more effective.
In today’s global business environment, it is vital that individuals and organizations have sophisticated global leadership skills. Communication and understanding of different cultures are paramount to business success. This new edition of the bestselling textbook Managing Cultural Differences guides students and practitioners to an understanding of how to do business internationally, providing practical advice on how competitive advantage can be gained through effective cross-cultural management. The digitization of the workplace, the integration of artificial intelligence into workplace cultures, cultural responses to crisis, and the value of diversity and inclusion are just a few examples of contemporary issues discussed in this text. This latest edition also begins with a completely new introductory chapter, which provides an overview and connects the themes between chapters for an integrated understanding of the topic. With a wealth of new examples, case studies, and online materials, this textbook is required course reading for undergraduates, postgraduates, and MBA students alike, as well as being a vital tool for anybody selling, purchasing, traveling, or working internationally.
Organizations today are increasingly using projects in their daily activities. Projects and project-management principles frame goal attainment in academia and many business sectors, and they even serve as theoretical footing for organizational-change endeavors. However, the ubiquity of project management does not mean that project work, project teams, and the ways organizations use projects are well understood. Moreover, while project-management theory and practice aim at providing structure and control to enable successful project completion, an alarmingly high percentage of projects struggle or fail. As the authors of The Psychology and Management of Project Teams explain, this is in part because projects are still mostly managed as technical systems rather than behavioral systems. Even though project-management researchers have become increasingly interested in factors that may have an impact on project-management effectiveness, their efforts fall short of addressing the "human factor." And, unfortunately, many project-management scholars are largely unaware of the I/O psychology literature--relying, for example, on outdated models of motivation and team development. On the other side, I/O psychologists who research groups and teams often ignore the contextual influences--such as business sector, project type, placement in the organizational hierarchy, and project phase and maturity--that have a crucial impact on how a project will unfold. In this volume, a cross-disciplinary set of editors will bring together perspectives from leading I/O psychology and project-management scholars. The volume will include comprehensive coverage of team selection, development, learning, motivation, and communication; conflict management and well-being; leadership; diversity; performance from a multi-level perspective; and career development. In the concluding chapter, a research agenda will provide a roadmap for an integrated approach to the study of project teams.
Virtual Teams That Work offers a much-needed, comprehensive guidebook for business leaders and managers who want to create the organizational conditions that will help virtual teams thrive. Each chapter in this important book focuses on best practices and includes case studies and illustrative examples from a wide variety of companies, including British Petroleum, Lucent Technologies, Ramtech, SoftCo, and Whirlpool Corporation. These real-life examples demonstrate how the principles identified in the book play out within virtual teams. Virtual Teams That Work shows how organizations can put in place the structure to help team members who speak different languages and have different cultural values develop effective ways of communicating when there is little opportunity for the members to meet face-to-face. The authors also reveal how organizations can implement performance management and reward systems that will motivate team members to cooperate across multiple boundaries. And they offer the information to determine which technologies best fit a variety of virtual-team tasks and the level of information technology support needed.
Advanced Topics in Global Information Management includes original material concerned with all aspects of global information management in three broad areas: Global Information Systems in Business Fuctions, Information Technology in Specific Regions of the World, Management of Global Information Resources and Applications. Both researchers and practitioners disseminate the evolving knowledge in these broad categories and the book examines a variety of aspects of global information management dealing with development, usage, failure, success, policies, strategies and applications of this valuable organizational resources.
Experts from across all industrial-organizational (IO) psychology describe how increasingly rapid technological change has affected the field. In each chapter, authors describe how this has altered the meaning of IO research within a particular subdomain and what steps must be taken to avoid IO research from becoming obsolete. This Handbook presents a forward-looking review of IO psychology's understanding of both workplace technology and how technology is used in IO research methods. Using interdisciplinary perspectives to further this understanding and serving as a focal text from which this research will grow, it tackles three main questions facing the field. First, how has technology affected IO psychological theory and practice to date? Second, given the current trends in both research and practice, could IO psychological theories be rendered obsolete? Third, what are the highest priorities for both research and practice to ensure IO psychology remains appropriately engaged with technology moving forward?
Corporate location is no longer a constraint when pursuing business opportunities in support of strategic goals. Achieving Project Management Success Using Virtual Teams presents success factors for a virtual project team and illustrates an approach for assessing the performance of the team. It contains evaluation tools for team members, describing how best to manage and motivate different people on virtual team assignments to achieve optimal results.