Multinational Teams in European and American Companies.

• Superior document: Forschungsergebnisse der Wirtschaftsuniversitaet Wien Series ; v.26
• Author: Hajro, Aida.
• Place / Publishing House: Frankfurt a.M. : : Peter Lang GmbH, Internationaler Verlag der Wissenschaften,, 2008.; Ã2008.
• Year of Publication: 2008
• Edition: 1st ed.
• Language: English
• Series: Forschungsergebnisse der Wirtschaftsuniversitaet Wien Series
• Physical Description: 1 online resource (238 pages)

Table of Contents

Cover -- 1. Introduction -- 1.1 Relevance of research -- 1.2 Structure of this dissertation -- 2. Literature review on multinational teams -- 2.1 Contextual aspects: society as a set of contextual aspects -- 2.2 Contextual aspects: global industry context and its impact on teams -- 2.3 Contextual aspects: organisation as a set of contextual factors -- 2.3.1 Organisation as a set of contextual factors: organisational strategy -- 2.3.2 Organisation as a set of contextual factors: organisational structure -- 2.3.3 Organisation as a set of contextual factors: organisational culture -- 2.3.4 Organisation as a set of contextual factors: social integration of culturally diverse employees -- 2.3.5 Team task and its impact on multinational project teams -- 2.4 Multidimensional-diversity within a team -- 2.4.1 Cultural dimensions and cultural standards of MNT members -- 2.4.2 Personality traits of MNT members and their impact on team performance -- 2.5 Team leadership dimension -- 2.6 Mediating variables -- 2.6.1 Team norms -- 2.6.2 Technology used by team members, MNT size and composition -- 2.7 Future research implications and research aim -- 3. A purposeful approach to the interview and data analysis method in studying MNTs in European and American companies -- 3.1 Rationale for choosing a qualitative research design -- 3.2 Grounded theory in organizational research -- 3.3 Sampling -- 3.4 Method of data collection and data analysis -- 3.4.1 Problem-centred interviews -- 3.4.2 Observations and other sources of data collection -- 3.4.3 Qualitative content analysis -- 3.4.4 Approach to the constant comparative method in the analysis of problem-centred interviews -- 4. Empirical findings from VA TECH -- 4.1 Company description: VA TECH -- 4.2 Major empirical findings from VA TECH -- 4.3 High-tech industry -- 4.4 Organisational context: VA TECH.

4.4.1 Organisational culture of VA TECH -- 4.4.2 Organisational structure of VA TECH -- 4.4.3 Organizational strategy of VA TECH -- 4.5 Team task and task interdependence -- 4.6 Multinational team composition and functioning at VA TECH -- 4.6.1 Team size and composition at VA TECH -- 4.6.2 Different cultural standards of team members and their impact on MNT performance -- 4.6.3 Learning processes within the team and the effect of time on cultural standards of MNT members -- 4.6.4 Degree of cultural diversity within MNTs and subgroup formation -- 4.7 Team norms and values -- 4.8 Individual team members at VA TECH -- 4.8.1 Team leaders -- 4.8.2 Team members -- 4.9 Summary of empirical findings from VA TECH -- 5. Empirical findings from Henkel Central Eastern Europe (CEE) -- 5.1 Company description: Henkel -- 5.2 Major empirical findings from Henkel CEE -- 5.3 Organizational context: Henkel CEE -- 5.3.1 Organisational culture of Henkel CEE and its impact on MNTs -- 5.3.2 Organisational strategy of Henkel CEE -- 5.4 Multinational team composition and functioning at Henkel CEE -- 5.4.1 Teams size, structure and composition at Henkel CEE -- 5.4.2 Diversity within MNTs at Henkel CEE and cultural characteristics of team members from CEE -- 5.4.3 Learning processes within the team and the moderating effect of time on cultural standards of MNT members -- 5.4.4 Transfer of knowledge between organisational units through MNTs -- 5.4.5 Transfer of the appropriate dimensions of the home organization's culture between organizational units through MNTs -- 5.5 Individual team members at Henkel CEE -- 5.5.1 Team leaders -- 5.5.2 Team members -- 5.6 Summary of empirical findings from Henkel CEE -- 6. Empirical findings from K&amp -- M International -- 6.1 Company description: K&amp -- M International -- 6.2 Major findings from K&amp -- M International.

6.3 Toy industry -- 6.4 Organisational context: K&amp -- M International -- 6.4.1 Organisational culture of K&amp -- M International -- 6.4.2 Organisational strategy of K&amp -- M International -- 6.5 Different team tasks and their impact on MNTs at K&amp -- M International -- 6.6 Multinational team composition and functioning at K&amp -- M International -- 6.6.1 Team composition at K&amp -- M International and occurrence of bilateral conflicts -- 6.6.2 Team identification and subgroup formation -- 6.6.3 Knowledge exploitation and exploration through MNTs -- 6.7 Individual team members at K&amp -- M International -- 6.7.1 Team leaders -- 6.7.2 Team members -- 6.8 Summary of empirical findings from K&amp -- M International -- 7. Summary and the conceptual framework for MNTs in business organisations -- 8. General conclusions -- 8.1 Discussion: limitations and future research implications -- 8.1.1 Limitations of this dissertation -- 8.1.2 Implications for future research -- 8.2 Managerial implications.