Multinational Teams in the European Commission and the European Parliament.

• Superior document: Forschungsergebnisse der Wirtschaftsuniversitaet Wien Series ; v.10
• Author: Neyer, Anne-Katrin.
• Place / Publishing House: Frankfurt a.M. : : Peter Lang GmbH, Internationaler Verlag der Wissenschaften,, 2005.; Ã2006.
• Year of Publication: 2005
• Edition: 1st ed.
• Language: English
• Series: Forschungsergebnisse der Wirtschaftsuniversitaet Wien Series
• Physical Description: 1 online resource (146 pages)

Table of Contents

• Cover
• 1 INTRODUCTION
• 1.1. RELEVANCE OF RESEARCH
• 1.2. RESEARCH PROCESS
• 1.3. STRUCTURE OF THE DISSERTATION
• 2 AN INTEGRATIVE MODEL OF MULTINATIONAL TEAM PERFORMANCE -REVIEW OF THE LITERATURE
• 2.1. A BRIEF REVIEW OF THE LITERATURE ON INTERCULTURAL MANAGEMENT
• 2.2. LITERATURE ON MULTINATIONAL TEAM PERFORMANCE
• 2.2.1. Divergent variables to model multinational team performance
• 2.2.2. Control variables: Task, team size and learning processes
• 2.2.3. Integrative model to study multinational team performance
• 3 METHOD
• 3.1. METHODOLOGIES IN EMPIRICAL SOCIAL RESEARCH: A COMPARISON FOR SELECTING THE APPROPRIATE METHOD TO STUDY MULTINATIONAL TEAMS
• 3.2. TECHNIQUES USED TO DEVELOP HYPOTHESES
• 3.2.1. Narrative Interview
• 3.2.2. Transcription and Content Analysis
• 3.3. HOW TO ASSESS RELIABILITY AND VALIDITY
• 3.4. SAMPLE
• 3.4.1. Sample in the European Commission
• 3.4.2. Sample in the European Parliament
• 4 EMPIRICAL FINDINGS IN THE EUROPEAN COMMISSION
• 4.1. SOCIETY
• 4.1.1. General cultural differences versus personality
• 4.1.2. Cultural differences in norms of behavior: North versus South
• 4.1.3. Language proficiency
• 4.2. ORGANIZATION - ORGANIZATIONAL CULTURE
• 4.2.1. Perceived kind of organizational culture
• 4.2.2. Explicitly defined organizational culture
• 4.3. ORGANIZATION - ORGANIZATIONAL STRUCTURE
• 4.3.1. Hierarchy: French versus Anglo-Saxon System
• 4.3.2. Performance appraisal
• 4.3.3. Mobility - job rotation
• 4.4. INDIVIDUAL
• 4.4.1. Personality traits
• 4.4.2. Personal Experiences
• 4.4.3. Personal Interests/Motivation
• 4.4.4. Educational Background
• 4.5. INDIVIDUAL - TEAM LEADER
• 4.5.1. Leadership style and power
• 4.6. EXCURSUS: KNOWLEDGE MANAGEMENT
• 4.6.1. Knowledge Transfer
• 4.7. TEAM
• 4.7.1. Informal rules
• 4.7.2. Facilitation of communication.
• 4.7.3. Mutual considerateness
• 4.8. MODERATORS
• 4.8.1. Task
• 4.8.2. Team size
• 4.8.3. Learning process
• 4.9. RECOMMENDATIONS FOR MANAGERS AND RESEARCHERS
• 5 EMPIRICAL FINDINGS IN THE EUROPEAN PARLIAMENT
• 5.1. TEAM
• 5.1.1. Informal working and networking
• 5.1.2. Discussion-culture
• 5.1.3. Culture of compromise
• 5.1.4. Mutual respect
• 5.2. SOCIETY
• 5.2.1. Cultural differences in communication styles
• 5.2.2. Language proficiency
• 5.3. ORGANIZATION AND INDIVIDUAL
• 5.4. MODERATORS
• 5.5. SUMMARY
• 6 GENERAL CONCLUSIONS
• 6.1. MANAGERIAL IMPLICATIONS
• 6.2. IMPLICATIONS FOR FUTURE RESEARCH
• 7 BIBLIOGRAPHY
• APPENDIX A: A SHORT DESCRIPTION OF THE EUROPEAN COMMISSION
• APPENDIX B: A SHORT DESCRIPTION OF THE EUROPEAN PARLIAMENT
• APPENDIX C: OVERVIEW OF THE FINDINGS IN THE EUROPEAN COMMISSION.