Considering the development promoted through globalization and the moving together of remote cultures sets certain challenges on companies active in this global market. Especially people forming these companies meet the challenges of increased speed and interaction. Therefore for many companies it is key to match far distant markets and knowledge with each other by people not meeting face-to-face but in virtual surroundings conducting projects such as developing, launching or improving products.
At a glance
- Grade: 2.0 (1.0 is the best grade)
- Firsthand Lean Sigma project example spanning five pharmaceutical research laboratories
- Applies Hofstede’s cultural dimensions to multicultural virtual teams
- Uses Brett and colleagues’ toolbox for managing multicultural teams
- 13 sources in the bibliography
Table of Contents
I. Introduction
II. Literature Review
i. Cultural Patterns based on Hofstede
1. Power Distance
2. Uncertainty Avoidance
3. Individualism vs. Collectivism
4. Masculinity vs. Femininity
5. Long‐term vs. Short Term orientation
ii. Cultural barriers in the Management of Virtual Teams
1. Knowledge Sharing
2. Language
3. Non‐Verbal Communication
iii. Ethics and Trust building in Virtual Teams
III. Application
iv. Corporate Design and Strategy
v. Techniques to Manage Virtual Multicultural Teams
vi. Skills to Manage Virtual Teams
IV. Examples
vii. Virtual Team implementing Lean Sigma to Production
viii. British Petroleum CEO John Browne
V. Conclusion
Objectives and Topics
This work examines how cultural differences affect the management of geographically dispersed project teams. It explores how managers can address communication barriers, build trust and select organizational practices and leadership skills suited to virtual multicultural collaboration.
- Hofstede’s cultural dimensions
- Knowledge sharing, language and non-verbal communication
- Ethics and trust in virtual teams
- Organizational strategy and leadership techniques
- Lean Sigma implementation and knowledge sharing at BP
Excerpt from the Book
Cultural barriers in the Management of Virtual Teams
In their article (Ardichvili, et al., 2006) present the problem of knowledge sharing across cultures in virtual communities. In their research they argue for differences in cognitive learning of people across cultures and support this by research. Above presented cultural dimensions influece the way groups personally or virtual interact for example sharing ones experiences, expressing doubt or criticism or asking questions (Ardichvili, et al., 2006).
Although English can be considered as lingua franca in business context by far not all participants speak English as their first language. Consequently translation is necessary on a personal basis and can lead to misunderstandings and deviating interpretation (Luo & Shenkar, 2006). Further differences in accents and fluency hinder coherent communication (Brett, et al., 2006). This is especially true in multi‐national companies (MNC). Luo & Shenkar (2006) conclude in their article dedicated on language that language has to be part of the multinationals strategy because of its importance.
Differences in history, experience and culture lead to differing perceptions of gestures, mimics even to different in understanding words (Oosthuizen, 2004). The provoking statement by Oosthuizen (2004) “Are you Enlighting the World or are you speaking in Tongues?” presents the idea. The history of each society leads to a common knowledge / experience within the society and builds the reference for everything new. While the clear seperation of religion and state is evident for a France European living in the homecountry of the Enlightenment for a Muslim Arab living in Saudi‐Arabia this is unthinkable.
Further some cultures strongly distinguish between group “insiders” and “outsiders” (Mead & Andrews, 2009, pp. 40‐21). While people considered in the group are entrusted, knowledge or information will not be passed to outsiders. Consequently management of multicultural teams needs to be aware of these variations.
Chapter Summaries
I. Introduction: The introduction situates virtual project work within globalization and the need to connect distant markets and knowledge without face-to-face meetings.
II. Literature Review: The literature review presents Hofstede’s cultural dimensions and considers knowledge sharing, language, non-verbal communication, ethics and trust in virtual teams.
III. Application: This chapter considers organizational design, language strategy, management techniques and leadership skills for multicultural virtual teams.
IV. Examples: The examples discuss a Lean Sigma project across pharmaceutical research facilities and BP’s approach to knowledge sharing under John Browne.
V. Conclusion: The conclusion reflects on the influence of cultural differences on virtual collaboration and the skills needed to manage them.
Keywords
multicultural management, virtual teams, project management, Hofstede, cultural dimensions, knowledge sharing, language strategy, non-verbal communication, trust, leadership, Lean Sigma, British Petroleum
Frequently Asked Questions
What is this work about?
It examines the management of culturally diverse teams working together in virtual project settings.
What are its central themes?
The central themes include cultural differences, communication, knowledge sharing, trust, organizational strategy and leadership.
What is the work’s primary objective?
It explores how cultural differences shape virtual teamwork and how managers can address the associated challenges.
What method does the author use?
The author reviews relevant literature and discusses practical examples, including a project at a company where the author worked.
What does the main body cover?
It presents cultural dimensions and barriers to collaboration, then discusses management practices and examples from virtual teamwork.
Which keywords characterize the work?
Key terms include multicultural management, virtual teams, cultural dimensions, knowledge sharing, trust and leadership.
How is Hofstede’s model used?
The work introduces his cultural dimensions as a framework for considering differences in values and interactions across cultures.
What project experience is discussed?
The author describes a virtual Lean Sigma implementation involving pharmaceutical research facilities in Europe, Asia and Canada.
Why does the work discuss British Petroleum?
It uses an interview with former CEO John Browne to discuss knowledge sharing, personal relationships and communication technology in an international company.
- Quote paper
- Benedikt Rudnik (Author), 2013, Multicultural Management in the Virtual Project Setting, Munich, GRIN Verlag, https://www.grin.com/document/279545
