Intense Collaboration In Globally Distributed Teams: Evolving Patterns Of Dependencies And Coordination

As multi-national firms and major offshore outsourcing companies develop experience with global work, their globally distributed teams face the challenge of collaborating intensely without the common interaction advantages associated with collocated work. This chapter analyzes the sources of intense collaboration. It then introduces strategies that organizations have developed to reduce the intensity of collaboration (sequentializing work, using mediating artifacts, modularity), or to enable intense teamwork (real time contact, boundary spanners). Strategy properties and deployment opportunities and constraints are indicated in order to equip managers and researchers with a framework for handling or analyzing globally distributed teamwork

Let\u27s Talk About How We Talk: Communication Agreements in the Library Workplace

Purpose: This chapter introduces a new tool, termed the Communication Agreement, for enhancing communication in the library workplace. The chapter defines the communication agreement, provides discussion questions for forming a communication agreement, provides examples of how communication agreements are beneficial to a diverse library workforce, and provides strategies to informally assess communication agreements’ effectiveness. Practical implications: Communication problems in diverse library workplaces can lead to, or exacerbate, conflict between employees. Generational, cross-cultural, gender, and other differences can lead to misunderstandings and conflict between employees. The communication agreement provides library managers with a tool to bridge differences in communication styles between employees, enable employees to engage in more effective communication, assist employees in developing better understandings and respect for colleagues of different backgrounds, and raise employees’ emotional intelligences. Originality/Value: Numerous resources and publications provide generalized approaches to communicating with others in a heterogeneous workplace or team, but the communication agreement provides a new approach for developing effective communication between people in a diverse library workplace. Limitations: The chapter lays out informal assessment strategies for the communication agreement, but formal assessment methods and metrics still need to be developed

The Reform of Employee Compensation in China’s Industrial Enterprises

Although employee compensation reform in Chinese industrial sector has been discussed in the literature, the real changes in compensation system and pay practices have received insufficient attention and warrant further examination. This paper briefly reviews the pre- and post-reform compensation system, and reports the results of a survey of pay practices in the four major types of industrial enterprises in China. The research findings indicate that the type of enterprise ownership has little influence on general compensation practices, adoption of profit-sharing plans, and subsidy and allowance packages. In general, pay is linked more to individual performance and has become an important incentive to Chinese employees. However, differences are found across the enterprise types with regard to performance-related pay. Current pay practices are positively correlated to overall effectiveness of the enterprise

Institutional adjustment and change at the firm level: A varieties of capitalism perspective

This paper contributes to a better understanding of global corporate and industrial change at the firm level. Our focus is on convergence vs. divergence of national institutional systems. Data are drawn from a survey of German and UK firms. Our results for adaptation behavior of British subsidiaries in Germany suggest that at the firm level the primacy of national institutions and institutional complementarity as determinants of the organizational behavior of MNEs may be overstated. Nonetheless, evidence that German MNEs in Britain seek to choose strategic choices for which there is institutional support in the host country suggests that complementarity is functional enough to incite adjustment even in the absence of strong formal pressure. The evidence that both German and British firms seem to prefer practices characteristic of liberal market economies may pose a problem for institutional stability in Germany and generates implications for the likely pathways of institutional change

Firsthand Experience and The Subsequent Role of Reflected Knowledge in Cultivating Trust in Global Collaboration

While scholars contend that firsthand experience - time spent onsite observing the people, places, and norms of a distant locale - is crucial in globally distributed collaboration, how such experience actually affects interpersonal dynamics is poorly understood. Based on 47 semistructured interviews and 140 survey responses in a global chemical company, this paper explores the effects of firsthand experience on intersite trust. We find firsthand experience leads not just to direct knowledge of the other, but also knowledge of the self as seen through the eyes of the other - what we call “reflected knowledge”. Reflected and direct knowledge, in turn, affect trust through identification, adaptation, and reduced misunderstandings

Convergence versus Divergence: Testing Varieties of Capitalism Perspective on the Globalization of Business Practices

This paper analyses links between intra-organizational adaptation and institutional variation across countries. Using the varieties of capitalism viewpoint, we examine strategic options open to multinational firms operating simultaneously in liberal market economies and coordinated market economies. A holistic perspective is achieved by implementing an original ‘index of institutional impact.’ Data are drawn from a survey of the subsidiaries of German firms in the UK in 2007. The results suggest that pressure towards accepting local practices for multinational firms varies across the dimensions in which firms resolve coordination problems, inciting speedy convergence in some, but allowing for maintaining distinctive practices in other

Commitment of cultural minorities in organizations:Effects of leadership and pressure to conform

PURPOSE: In this study, we investigated the commitment of cultural minorities and majorities in organizations. We examined how contextual factors, such as pressure to conform and leadership styles, affect the commitment of minority and majority members. DESIGN/METHODOLOGY/APPROACH: A field study was conducted on 107 employees in a large multinational corporation. FINDINGS: We hypothesize and found that cultural minorities felt more committed to the organization than majority members, thereby challenging the existing theoretical view that cultural minorities will feel less committed. We also found that organizational pressure to conform and effective leadership increased the commitment of minorities. IMPLICATIONS: Our findings indicate that organizational leaders and researchers should not only focus on increasing and maintaining the commitment of minority members, but should also consider how majority members react to cultural socialization and integration processes. The commitment of minority members can be further enhanced by effective leadership. ORIGINALITY/VALUE: In this study, we challenge the existing theoretical view based on similarity attraction theory and relational demography theory, that cultural minorities would feel less committed to the organization. Past research has mainly focused on minority groups, thereby ignoring the reaction of the majority to socialization processes. In this study, we show that cultural minorities can be more committed than majority members in organizations. Therefore, the perceptions of cultural majority members of socialization processes should also be considered in research on cultural diversity and acculturation

The impact of language barriers on trust formation in multinational teams

This study systematically investigates how language barriers influence trust formation in multinational teams (MNTs). Based on 90 interviews with team members, team leaders, and senior managers in 15 MNTs in three German automotive corporations, we show how MNT members’ cognitive and emotional reactions to language barriers influence their perceived trustworthiness and intention to trust, which in turn affect trust formation. We contribute to diversity research by distinguishing the exclusively negative language effects from the more ambivalent effects of other diversity dimensions. Our findings also illustrate how surface-level language diversity may create perceptions of deep-level diversity. Furthermore, our study advances MNT research by revealing the specific influences of language barriers on team trust, an important mediator between team inputs and performance outcomes. It thereby encourages the examination of other team processes through a language lens. Finally, our study suggests that multilingual settings necessitate a reexamination and modification of the seminal trust theories by Mayer, Davis and Schoorman (1995) and McAllister (1995). In terms of practical implications, we outline how MNT leaders can manage their subordinates’ problematic reactions to language barriers and how MNT members can enhance their perceived trustworthiness in multilingual settings

The Importance of Context in Managerial Work: The Case of Senior Hotel Managers in Greece

Qualitative research on the interplay between context and hospitality managerial work has not been previously addressed in the literature. Based on the works of Johns (2006) and Dierdorff et al. (2009), this research suggests that luxury senior hotel managers (GMs and department managers) are to a certain degree recipients of contextual/cultural influences, depending on the ownership status of the hotel. It is also argued that managerial work is shaped and exercised by a set of moderating factors, which are unique for each individual. Overall, the aim of this research is to increase the level of awareness and trigger further research in this topic area. © 2014 Copyright © Taylor & Francis Group, LLC