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.
Inhaltsverzeichnis (Table of Contents)
- I. Introduction
- II. Literature Review
- i. Cultural Patterns based on Hofstede
- Power Distance
- Uncertainty Avoidance
- Individualism vs. Collectivism
- Masculinity vs. Femininity
- Long-term vs. Short Term orientation
- ii. Cultural barriers in the Management of Virtual Teams
- Knowledge Sharing
- Language
- Non-Verbal Communication
- iii. Ethics and Trust building in Virtual Teams
- i. Cultural Patterns based on Hofstede
- 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
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This work explores the complexities of managing multicultural virtual teams in a globalized business environment. It aims to provide insights into the challenges and opportunities presented by the increasing reliance on virtual collaboration across cultural boundaries.
- Cultural Dimensions and their Influence on Virtual Teams
- Barriers to Effective Communication and Knowledge Sharing
- Building Trust and Ethics in Virtual Teams
- Strategies for Managing Virtual Multicultural Teams
- Essential Skills for Leaders of Virtual Teams
Zusammenfassung der Kapitel (Chapter Summaries)
The introduction highlights the growing importance of virtual teams in a globalized market, where companies need to connect diverse cultures and knowledge bases remotely. The literature review delves into Hofstede's cultural dimensions, examining how power distance, uncertainty avoidance, individualism vs. collectivism, masculinity vs. femininity, and long-term vs. short-term orientation influence team dynamics. This section also explores cultural barriers in virtual teams, including knowledge sharing, language differences, and non-verbal communication.
The chapter on ethics and trust building in virtual teams discusses the importance of Theory Y leadership and creating a foundation of trust among team members. It examines how cultural differences can impact perceptions of ethical behavior and how to foster a sense of accountability and positive atmosphere. The application section explores how corporate design and strategy can support or hinder multicultural virtual teams, highlighting the strategic importance of language in multinational corporations.
The chapter on techniques to manage virtual multicultural teams presents a toolbox of strategies for addressing communication and decision-making challenges, status differences, and emotional tensions. It also outlines skills necessary for managing virtual teams, emphasizing the importance of transformational leadership, cultural intelligence, and negotiation skills.
The examples chapter presents real-world cases of virtual teams implementing Lean Sigma in a multinational pharmaceutical company and the leadership style of British Petroleum CEO John Browne.
Schlüsselwörter (Keywords)
The primary focus of this work is on the management of multicultural virtual teams. Key themes include cultural dimensions, communication barriers, trust building, ethics, leadership, and the strategic implications of virtual collaboration in a globalized business context.
- Citar trabajo
- Benedikt Rudnik (Autor), 2013, Multicultural Management in the Virtual Project Setting, Múnich, GRIN Verlag, https://www.grin.com/document/279545
