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Managing Multicultural teams

Author

Listed:
  • Sylvie Chevrier

    (IRG - Institut de Recherche en Gestion - UPEM - Université Paris-Est Marne-la-Vallée - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12)

Abstract

This chapter offers a synthesis on the management and function of multicultural teams. In the pfirst part, we show that such teams vary widely, and propose a typology for their main configurations. Indeed, no manager can pretend that all multicultural teams call for the same oversight, especially when many of their particularities do ot reflect cultural issues. In the second section, we examine how cultural differences affect work in groups, and argue that managers need to go beyond their members' viewpoints to understand the coplexity of interculturla dynamics. In the third and final part, we will discuss how firms overcome cultral barriers and encourage team efficiency.

Suggested Citation

  • Sylvie Chevrier, 2013. "Managing Multicultural teams," Post-Print hal-01126846, HAL.
    • Handle: RePEc:hal:journl:hal-01126846
    as

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    Citations

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    Cited by:

    1. Amy Church-Morel & Anne Bartel-Radic, 2016. "Skills, Identity, and Power: The Multifaceted Concept of Language Diversity [Competencias, identidad y poder: las múltiples facetas del concepto de diversidad lingüística]," Post-Print halshs-01996048, HAL.
    2. Amy Church-Morel & A. Bartel-Radic, 2014. ""Not all multilingual teams are created equal " : Conceptualizing language diversity management," Post-Print halshs-01185822, HAL.

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