As Equipes Multiculturais Em Subsidiárias Brasileiras De Multinacionais: Um Estudo De Casos Múltiplos

Abstract

ResumoO objetivo deste artigo foi analisar os desafios do cotidiano intercultural e os resultados do trabalho de equipes multiculturais em três subsidiárias brasileiras. A pesquisa foi qualitativa com análise de documentos oficiais e de 33 entrevistas com brasileiros e estrangeiros. Apesar das dificuldades do início da convivência, fase apontada como a mais difícil, as equipes multiculturais conseguiram estabelecer uma rotina produtiva com a troca de experiências e conhecimentos. O seu trabalho envolveu a superação do encontro com o diferente, problemas de comunicação devido às dificuldades com o idioma, à falta de sintonia e ritmo de trabalho e ao esforço demandado para executar atividades em conjunto que, em ambiente doméstico, são feitas automaticamente. Diante disso, a cultura organizacional com enfoque global tem sido fundamental para as três empresas gerenciarem os desafios apresentados às equipes, além da relevância das subsidiárias brasileiras no contexto global, da gestão internacional de recursos humanos e alguns aspectos da cultura brasileira que auxiliam na integração das equipes. Palavras AbstractT he aim of this paper was to analyze the intercultural challenges of daily life and the results of the work of multicultural teams in three Brazilian subsidiaries. The research was qualitative analysis of official documents and interviews with 33 Brazilians and foreigners. Despite the difficulties of the beginning of the coexistence phase, considered more difficult, multicultural teams were able to establish a routine with the productive exchange of experiences and knowledge. The team's work involved overcoming the meeting with the different things, communication problems because of difficulties with the language, the lack of harmony and rhythm of work and effort required to perform activities together. Therefore, the organizational culture with a global focus has been fundamental to the three companies manage the challenges presented to the teams. Also, the

Competência intercultural grupal: uma proposição de conceito

“…Therefore, the management of team members' cultural differences is important for their positive results (CHEVRIER, 2000;KUPKA, 2008;PANGGABEAN, MURNIATI and TJITRA, 2013;BUENO and FREITAS, 2015), since these differences can act as: (a) an obstacle or source of creativity at MCT (PANGGABEAN, MURNIATI and TJITRA, 2013); (b) a group cohesion factor (ADLER and GUNDERSEN, 2008); (c) learning resources (FRIEDMAN and ANTAL, 2005); among others.…”

“…Since cultural differences are treated as one of the challenges in an MCT, Bueno and Freitas (2015) point out that the main challenge for the team is to overcome the encounter with the different and the lack of harmony between the pace of work and the different efforts to carry out the tasks. Furthermore, one of the characteristics of MNCs should be the concern for 145-151 Group intercultural competence: proposing a concept Janete Schmidmeier Adriana Roseli Wünsch Takahashi local differences between the countries involved (BORINI and FLEURY, 2010) and respect for these differences (DALIB, HARUN and YUSOFF, 2014).…”

“…Knowledge of the different styles of communication, both verbal and non-verbal, is important in order to avoid misunderstandings about foreign culture (GERTSEN, 1990;SPITZBERG and CHANGNON, 2009). Therefore, the promotion of effective communication is important in an MCT (BYRAM, 1997;FANTINI, 2000;MENDENHALL and OSLAND, 2002;DEARDORFF, 2004;LOUGH, 2011;FITCH, 2012) and this promotion can be leveraged through clarity, openness and frankness (MORAN, YOUNGDAHL and MORAN, 2009), key to group cohesion through the trust among its members (HAMMER, GUDYKUNST and WISEMAN, 1979;ADLER and GUNDERSEN, 2008;LLOYD and HÄRTEL, 2010;FREITAS, 2015).…”

“…The increasing mobility of individuals and companies has lead to a heterogeneous workspace, which requires the development of new skills and abilities that enable multicultural coexistence (FREITAS, 2008). Such skills and abilities would result in increased capacity to deal with diverse situations, knowledge broadening and the betterment of communicative and negotiation skills, as well as the ability to coordinate MCT (BUENO and FREITAS, 2015).…”

Group Intercultural Competence: Adjusting and Validating Its Concept and Development Process

“…Companies have increasingly felt the need to develop global strategies to obtain satisfactory results in a global environment, where intercultural coexistence plays an important position in organizational and social life (Adler & Gundersen, 2008;Bueno & Freitas, 2015). In the context of a globalized world, studies on Intercultural Competence (IC) have emerged in order to understand how it influences the performance of individuals, teams and organizations.…”