Performance effects of interaction between multicultural managers and multicultural team members: Evidence from elite football competitions

2020 ◽  
Author(s):  
Mike Szymanski ◽  
Komal Kalra
Keyword(s):  
Team Members ◽  
Performance Effects ◽  
Multicultural Team

scholarly journals Multicultural Teamwork as a Source of Experiential Learning and Intercultural Development

2011 ◽  
Vol 9 ◽  
pp. 143 ◽  
Author(s):  
María del Carmen Méndez García ◽  
María Luisa Pérez Cañado
Keyword(s):  
Experiential Learning ◽  
Theoretical Consideration ◽  
Intercultural Competence ◽  
Global Teams ◽  
Intercultural Development ◽  
Team Members ◽  
Life Long Learning ◽  
Multicultural Team

This paper delves into multicultural teamwork as a source of experiential learning. It starts with a theoretical consideration of work in global teams, with a particular stress on the possibilities they offer for experiential learning on a cooperative and collaborative basis. From a practical sphere, the paper presents part of the results yielded by a study on multicultural teamwork dynamics in which the opportunities these types of groups provide for learning on the spot are explored in the light of the team members’ development of key components of intercultural competence. The paper concludes with a reflection on the relevance of experiential learning for multicultural team workers’ life-long learning.

The Role of Virtual Multicultural Teams in Corporate Culture

2011 ◽  
pp. 62-86 ◽  
Author(s):  
Amira El Guindi ◽  
Sherif Kamel
Keyword(s):  
Virtual Teams ◽  
Corporate Culture ◽  
Multicultural Teams ◽  
Cultural Backgrounds ◽  
Global Organizations ◽  
Team Members ◽  
The World ◽  
Information And Communication ◽  
Multicultural Team

Information and communication technologies are impacting today’s organizations and businesses in many diverse ways. The implications are perceived at the individual, organizational, and national levels. The old accustomed-to boundaries of national economies and markets are giving way to globalization and newly emerging trends. Competition is increasing, and due to the forces of change, the world market will sweep aside the small market players to make way for global organizations that are capable of penetrating the world markets through a massive global outreach strategy. In that respect, there is a need to invest in innovative business models such as virtual multicultural teams that are capable of handling the pressures of growing competition while capitalizing on the evolution of information and communication technology. Global organizations need to operate through a very flexible structure that allows freedom and speed, and replaces the hierarchical models with structures that are flatter and adequate for stronger and more efficient communication. Such a structure will allow bottom-up decision making and self-management and will capitalize on the advantages of employing multicultural teams; the diversified capacities, knowledge and business perception of these teams will be conducive to more in-depth innovation and creativity. Virtual teams can provide an organization with a solid opportunity to compete, making it easier to adapt to different situations and reducing conflicts. This chapter reflects the results of a study conducted in Egypt that targeted the determination of the possibility of reducing multicultural team conflicts by establishing a corporate culture that could have a strong influence on team members using virtual teams. The study covered six organizations operating through virtual multicultural teams and describes the analysis of the findings that relate to the role of corporate culture, the management style, and conflict resolution, among other elements. Global organizations face the challenge of operating through global multicultural teams whose members—coming from different cultural backgrounds—often stumble into conflicts that influence the overall performance of the organization. The core issue of this study is the impact of multicultural team conflicts on the overall organizational performance. Therefore, the objective of the study was to examine the relationship between corporate culture and multicultural team conflicts and to determine whether it is possible to reduce multicultural team conflicts by building a corporate culture in which all individual cultures would fit and where the management plays a vital role in transmitting the corporate culture to different teams in order to help global organizations become more efficient using virtual multicultural teams.

Optimizing the Configuration of Development Teams Using EVA

2011 ◽  
Vol 2 (1) ◽  
pp. 62-77 ◽  
Author(s):  
Alexander Baumeister ◽  
Alexander Floren
Keyword(s):  
Resource Reallocation ◽  
Work Package ◽  
Earned Value ◽  
Value Analysis ◽  
Team Members ◽  
Earned Value Analysis ◽  
Productivity Losses ◽  
Development Teams ◽  
Performance Effects ◽  
The Impact

Resource constrained software development projects are likely to exceed the planned duration as well as the originally planned budget. As variances arise, the revision of team-task-assignments and a resource reallocation might be advisable to avoid a project escalation. In doing so, the development management has to consider the impact on team expertise and possible productivity losses if team members are shifted to other work packages than originally planned. This paper proposes the use of a modified Earned Value Analysis based on new resource-based performance measures, which provides information on the performance effects of adjustment alternatives. Furthermore, it will be demonstrated how these figures can support the decision which human resources should be shifted if a delay exists in one work package that belongs to the critical chain. In this regard, the idea of the knapsack problem is transformed into the challenging task of shifting resources to find the work package that should release the resources to minimize an overall performance decrease. A case study clarifies the implementation.

scholarly journals Multicultural Team Management in the Context of a Development Work

2015 ◽  
Vol 9 (1) ◽  
pp. 8
Author(s):  
Molla Mekonnen Alemu
Keyword(s):  
Culturally Diverse ◽  
Current Trend ◽  
Cultural Background ◽  
Communication Styles ◽  
Development Work ◽  
Team Management ◽  
Team Members ◽  
Cross Cultural Differences ◽  
Set Up ◽  
Multicultural Team

Diverse teams have become common practice in today’s world. The current trend of globalization is making managers to work in a diverse multicultural team set up whereby the diversified team members will come up with a new set of skills, ideas, approaches, etc. to the team. It has however, its own challenges in harmonizing the contribution of the culturally diverse team members. Cross-cultural differences in a development work context also entail a range of issues varying from individuals cultural background, characteristics on work places, to their own values and ways of doing things which will have a its own influence on their working style, interactions and relationships at work places. Communication styles, language, a person's cultural background, and perceptions on conflict, styles and methods of doing the work as well as the style of decision making will have an impact how individuals will act and behave in work places. Therefore, the question will be how a manager can successfully lead and work in a culturally diverse team. This study was conducted in Sierra Leone which was aimed at identifying the major bottlenecks of multicultural team management and come up with workable tips for working within a multicultural setting development work.

scholarly journals To Work or Not to Work… in a Multicultural Team?

2015 ◽  
Vol 7 (4) ◽  
pp. 101-112
Author(s):  
Katarzyna Stankiewicz ◽  
Paweł Ziemiański
Keyword(s):  
Task Structure ◽  
Mutual Understanding ◽  
Team Members ◽  
Research Survey ◽  
Single Culture ◽  
Research Findings ◽  
Cognitive Perspectives ◽  
Student’S Attitude ◽  
And Training ◽  
Multicultural Team

Abstract The main goal of the article is to present research findings regarding student’s attitude to working in a multicultural team (MCT). Research participants of different cultural background completed the research survey. Their willingness to work in MCT was measured together with factors that influence it. These include factors related to both team members and the task structure. Research findings indicate that the respondents preferred to work in MCT if the task required diversity of cognitive perspectives, e.g. in a situation requiring creative or out-of-the-box thinking. In contrast, the strongest preference for working in a single-culture team (SCT) was present in the case of tasks requiring mutual understanding among the team members and like-mindedness. In addition, it was found that the preference to work in SCT or MCT entrusted with a task with specific requirements was also related to the experience in working in such teams declared by the respondents. Conclusions and recommendations may be utilized to design methods for managerial education and training.

Optimizing the Configuration of Development Teams Using EVA

2012 ◽  
pp. 268-283
Author(s):  
Alexander Baumeister ◽  
Alexander Floren
Keyword(s):  
Resource Reallocation ◽  
Work Package ◽  
Earned Value ◽  
Value Analysis ◽  
Team Members ◽  
Earned Value Analysis ◽  
Productivity Losses ◽  
Development Teams ◽  
Performance Effects ◽  
The Impact

Resource constrained software development projects are likely to exceed the planned duration as well as the originally planned budget. As variances arise, the revision of team-task-assignments and a resource reallocation might be advisable to avoid a project escalation. In doing so, the development management has to consider the impact on team expertise and possible productivity losses if team members are shifted to other work packages than originally planned. This paper proposes the use of a modified Earned Value Analysis based on new resource-based performance measures, which provides information on the performance effects of adjustment alternatives. Furthermore, it will be demonstrated how these figures can support the decision which human resources should be shifted if a delay exists in one work package that belongs to the critical chain. In this regard, the idea of the knapsack problem is transformed into the challenging task of shifting resources to find the work package that should release the resources to minimize an overall performance decrease. A case study clarifies the implementation.

Optimizing the Configuration of Development Teams Using EVA

2011 ◽  
pp. 1588-1602
Author(s):  
Alexander Baumeister ◽  
Alexander Floren
Keyword(s):  
Resource Reallocation ◽  
Work Package ◽  
Earned Value ◽  
Value Analysis ◽  
Team Members ◽  
Earned Value Analysis ◽  
Productivity Losses ◽  
Development Teams ◽  
Performance Effects ◽  
The Impact

Resource constrained software development projects are likely to exceed the planned duration as well as the originally planned budget. As variances arise, the revision of team-task-assignments and a resource reallocation might be advisable to avoid a project escalation. In doing so, the development management has to consider the impact on team expertise and possible productivity losses if team members are shifted to other work packages than originally planned. This paper proposes the use of a modified Earned Value Analysis based on new resource-based performance measures, which provides information on the performance effects of adjustment alternatives. Furthermore, it will be demonstrated how these figures can support the decision which human resources should be shifted if a delay exists in one work package that belongs to the critical chain. In this regard, the idea of the knapsack problem is transformed into the challenging task of shifting resources to find the work package that should release the resources to minimize an overall performance decrease. A case study clarifies the implementation.

scholarly journals Evaluation of a Multicultural Approach to Teaching Entrepreneurship: Selected Research Results Within the Framework of the ECMT+ International Project

2017 ◽  
Vol 11 (2) ◽  
pp. 320 ◽  
Author(s):  
Ewa Badzińska
Keyword(s):  
Empirical Research ◽  
Business Education ◽  
Business Environment ◽  
Strategic Partnership ◽  
Multicultural Teams ◽  
Team Members ◽  
Positive Effects ◽  
Multicultural Environment ◽  
Starting Point ◽  
Multicultural Team

One of the most important challenges in the field of higher education is to educate students about entrepreneurial attitudes and professional competences necessary for working in a multicultural environment in collaboration with a real business environment. Streamlining this process is one of the aims of the Erasmus+ Strategic Partnership Project titled Entrepreneurship and Communication in Multicultural Teams (ECMT+). The cognitive purpose of this paper is to explore and evaluate students’ reflections on entrepreneurship teaching in an international and multicultural team. The applied research methods include a pilot quantitative survey using questionnaires and a qualitative research method of a reflective essay among students participating in the two-week Intensive Programme that took place in March 2017 at Karelia University in Finland. Respondents were chosen purposeful and included 48 participants from 14 countries worldwide. They represented seven high education institutions from seven different European countries. The study has been conducted anonymously via the Claroline Connect platform. The purpose of the empirical research was to diagnose the opinions of program participants, among others about new methods of business education they have experienced, diversity of multicultural context and relationships with other team members, their entrepreneurial attitude, and ability to solve problems at designing business solutions in the multicultural team.. Preliminary results appear to present interesting data and may provide a starting point for an in-depth empirical research associated with entrepreneurship in multicultural teams. The study reveals positive effects of applied methods of business education, significant involvement of participants in achieving the goal and gaining new knowledge within the analyzed area.

Navigating between Home, Host, and Global: Consequences of Multicultural Team Members’ Identity Configurations

2018 ◽  
Vol 4 (2) ◽  
pp. 180-201 ◽  
Author(s):  
Yih-Teen Lee ◽  
Aline D. Masuda ◽  
Xin Fu ◽  
B. Sebastian Reiche
Keyword(s):  
Team Members ◽  
Multicultural Team

Tensions Between Diversity and Shared Leadership: The Role of Team Political Skill

2019 ◽  
Vol 50 (4) ◽  
pp. 507-538
Author(s):  
Ning Xu ◽  
Chia-Yen (Chad) Chiu ◽  
Darren C. Treadway
Keyword(s):  
Shared Leadership ◽  
Work Teams ◽  
Mutual Influence ◽  
Political Skill ◽  
Workplace Diversity ◽  
Leadership Roles ◽  
Team Members ◽  
Demographic Heterogeneity ◽  
Performance Effects

Maintaining workplace diversity is an important legal and ethical issue in modern organizations. However, demographic heterogeneity might discourage the development of shared leadership in work teams as individuals are inherently not inclined to share leadership roles with dissimilar others. The present study is designed to investigate how political skill assists team members to overcome interpersonal dissimilarities and become engaged in mutual influence with their peers. By studying 63 student project teams using multiwave, multisource surveys, we find that team demographic faultlines on gender and race are negatively associated with shared leadership magnitude and therefore discourage team task performance. However, such destructive direct (on shared leadership magnitude) and indirect (on team performance) effects of team demographic faultlines can be mitigated when the team is staffed with many politically skilled members. Our findings bring important implications for organizations in building and encouraging shared leadership, especially in newly formed professional work teams.

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