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Do intercultural teams need "requisite variety" to be effective?

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  • A. Bartel-Radic

    (Management, entrepreneuriat, innovation - CERAG - Centre d'études et de recherches appliquées à la gestion - UPMF - Université Pierre Mendès France - Grenoble 2 - CNRS - Centre National de la Recherche Scientifique)

  • Nicolas Lesca

    (CERAG - Centre d'études et de recherches appliquées à la gestion - UPMF - Université Pierre Mendès France - Grenoble 2 - CNRS - Centre National de la Recherche Scientifique)

Abstract

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  • A. Bartel-Radic & Nicolas Lesca, 2011. "Do intercultural teams need "requisite variety" to be effective?," Post-Print halshs-01053968, HAL.
    • Handle: RePEc:hal:journl:halshs-01053968
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-01053968
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    References listed on IDEAS

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    1. Mary M. Maloney & Mary E. Zellmer-Bruhn, 2006. "Building bridges, windows and cultures: Mediating mechanisms between team heterogeneity and performance in global teams," Management International Review, Springer, vol. 46(6), pages 697-720, December.
    2. Anne Susann Bachmann, 2006. "Melting pot or tossed salad? Implications for designing effective multicultural workgroups," Management International Review, Springer, vol. 46(6), pages 721-748, December.
    3. Greve, Peder & Nielsen, Sabina & Ruigrok, Winfried, 2009. "Transcending borders with international top management teams: A study of European financial multinational corporations," European Management Journal, Elsevier, vol. 27(3), pages 213-224, June.
    4. -, 1986. "Agenda = Agenda," Series Históricas 8749, Naciones Unidas Comisión Económica para América Latina y el Caribe (CEPAL).
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    Cited by:

    1. Bartel-Radic, Anne & Reuter, André (ed.), 2020. "Studien zum Strategischen Management und Personalmanagement," EIKV-Schriftenreihe zum Wissens- und Wertemanagement, European Institute for Knowledge & Value Management (EIKV), Luxembourg, volume 35, number 35, September.

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