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.