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Cross-cultural groups at work

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  • Smith, Kenwyn
  • Berg, David

Abstract

Multinational teams are often formed in hopes of producing cross-cultural collaboration. These terms face a special challenge as they work to become functional groups for, unlike groups composed of individuals from one nationality, the members of a multinational team cannot assume that they share the same beliefs about work group dynamics. It is more likely that each member approaches the assignment to a multinational team with a very different understanding about how to contribute to the development of a productive team. This paper by Kenwyn Smith and David Berg explores the different, often polar opposite approaches that are alive in multinational groups and proposes a 'paradoxical' framework for understanding and exploring them.

Suggested Citation

  • Smith, Kenwyn & Berg, David, 1997. "Cross-cultural groups at work," European Management Journal, Elsevier, vol. 15(1), pages 8-15, February.
    • Handle: RePEc:eee:eurman:v:15:y:1997:i:1:p:8-15
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    Cited by:

    1. Mary Vigier & Helen Spencer-Oatey, 2017. "Code-switching in newly-formed multinational project teams : challenges, strategies and effects," Post-Print hal-03220241, HAL.
    2. Engelhard, Johann & Nägele, Joakim, 2003. "Organizational learning in subsidiaries of multinational companies in Russia," Journal of World Business, Elsevier, vol. 38(3), pages 262-277, August.
    3. Juliana Fosua Gyasi & Lanqin Zheng & Miaolang Long, 2021. "Reflecting on the Past to Shape the Future: A Systematic Review on Cross-Cultural Collaborative Learning from 2011 to 2020," Sustainability, MDPI, vol. 13(24), pages 1-25, December.
    4. C. Darawong & B. Igel, 2017. "Managing Interpersonal Conflict Between Expatriates And Thai Managers Through Intercultural Communication: The Moderating Effect Of Expatriates’ Culture Of Origin," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 21(04), pages 1-20, May.

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