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Intercultural Learning in Global Teams

Author

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  • Anne Bartel-Radic

    (IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc)

Abstract

This case study research combines qualitative and quantitative data in order to answer the critical question, how is intercultural competence developed and spread in a multinational company? This study also suggests that the link between the existence of global teams and the performance of an international company is indirect: global teams help to develop intercultural competencies; they, in turn, contribute to performance. Intercultural interaction among the employees of a company, especially within global teams, provides the highest learning potential for intercultural competence. Long-time interaction, care and conflict characterize global teams. These characteristics permit learning to result from intercultural interaction.

Suggested Citation

  • Anne Bartel-Radic, 2006. "Intercultural Learning in Global Teams," Post-Print hal-03566013, HAL.
    • Handle: RePEc:hal:journl:hal-03566013
    DOI: 10.1007/s11575-006-0121-7
    Note: View the original document on HAL open archive server: https://hal.univ-grenoble-alpes.fr/hal-03566013
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    References listed on IDEAS

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    Cited by:

    1. Anne Bartel-Radic & Fabienne Munch, 2023. "Cross-cultural boundary spanning activities in a global team," Post-Print halshs-04148890, HAL.
    2. Barmeyer, Christoph & Davoine, Eric, 2019. "Facilitating intercultural negotiated practices in joint ventures: The case of a French–German railway organization," International Business Review, Elsevier, vol. 28(1), pages 1-11.
    3. Malgorzata Rozkwitalska, 2016. "Thriving in Intercultural Interactions as an Antecedent of Organizational Creativity and Innovation (Prosperowanie w interakcjach miedzykulturowych jako poprzednik organizacyjnej kreatywnosci i innowa," Problemy Zarzadzania, University of Warsaw, Faculty of Management, vol. 14(61), pages 142-155.
    4. Szymon Kaczmarek & Winfried Ruigrok, 2013. "In at the Deep End of Firm Internationalization," Management International Review, Springer, vol. 53(4), pages 513-534, August.
    5. Dirk Holtbrügge & Alex T. Mohr, 2011. "Subsidiary Interdependencies and International Human Resource Management Practices in German MNCs," Management International Review, Springer, vol. 51(1), pages 93-115, February.
    6. A. Bartel-Radic & J.C Moos & S. Long, 2015. "Cross-cultural management learning through innovative pedagogy: an exploratory study of globally distributed student teams," Post-Print halshs-01321719, HAL.

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