Leading global teams

Zander, Lena; Mockaitis, Audra I.; Butler, Christina

doi:10.1016/j.jwb.2012.01.012

Cited by 152 publications

(131 citation statements)

References 97 publications

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“…Future research should investigate how these factors play out in the specific context of multilingual teams. Considering the increasing use of multinational virtual teams in modern organizations (Maznevski & Chudoba, 2000;Zander, Mockaitis & Butler, 2012), studying language effects on trust formation under conditions of virtuality would provide another excellent opportunity for further research.…”

Section: Limitations and Suggestions For Further Researchmentioning

confidence: 99%

The impact of language barriers on trust formation in multinational teams

2013

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AcknowledgementsWe thank Sebastian Reiche for his helpful comments on an earlier draft of this manuscript. We are very grateful for the constructive and thoughtful guidance by special issue editors Rebecca Piekkari and Mary Yoko Brannen, as well as three anonymous reviewers. MNTs in three German automotive corporations, we show how MNT members' cognitive and emotional reactions to language barriers influence their perceived trustworthiness and intention to trust, which in turn affect trust formation. We contribute to diversity research by distinguishing the exclusively negative language effects from the more ambivalent effects of other diversity dimensions. Our findings also illustrate how surface-level language diversity may create perceptions of deep-level diversity.Furthermore, our study advances MNT research by revealing the specific influences of language barriers on team trust, an important mediator between team inputs and performance outcomes. It thereby encourages the examination of other team processes through a language lens. Finally, our study suggests that multilingual settings necessitate a reexamination and modification of the seminal trust theories by Mayer, Schoorman (1995) andMcAllister (1995). In terms of practical implications, we outline how MNT leaders can manage their subordinates' problematic reactions to language barriers and how MNT members can enhance their perceived trustworthiness in multilingual settings.

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Section: Limitations and Suggestions For Further Researchmentioning

confidence: 99%

The impact of language barriers on trust formation in multinational teams

2013

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“…Yet, virtuality also poses a range of challenges for global teams (Scott & Wildman, 2015). The lack of physical face-to-face interaction within the organization combined with coordination challenges related to communication across spatial and temporal boundaries negatively impacts virtual collaboration (Mockaitis, Rose, & Zettenig, 2012;Zander, Mockaitis, & Butler, 2012). Therefore, international business researchers have become increasingly interested in how different dimensions of virtuality affect virtual work, and in particular two aspects of virtuality have drawn considerable attention: workplace mobility and distributed work (Chudoba, Wynn, Lu, & Watson-Manheim, 2005;Schweitzer & Duxbury, 2010;Zolin, Hinds, Fruchter, & Levitt, 2004).…”

Section: Introductionmentioning

confidence: 99%

When distance is good: A construal level perspective on perceptions of inclusive international language use

Klitmøller¹,

Lauring

2016

International Business Review

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“…Yet in order to surmount the challenges of coordination, interaction across multiple borders and boundaries, and managing multiple stakeholder demands (Mäkelä et al, in press), global teams must be effective. Global teams, however, also face a host of problems and challenges related to their inherent complexities, such as diversity issues, team leadership, process and outcomes (Jonsen, Maznevski, & Davison, 2012;Stahl, Mäkelä, Zander, & Maznevski, 2010;Stahl, Maznevski, Voigt, & Jonsen, 2010;Zander et al, 2012).…”

Section: Global Teams Assist In Creating a Positive Climate Of Diversitymentioning

confidence: 99%

“…According to Zander et al (2012), leaders who are fluent in more than one culture, are culturally intelligent and have a global mindset are most suited to leading global teams. Butler, Zander, Mockaitis, and Sutton (2012) have identified three roles of global leaders that assist in attaining essential global leadership competencies.…”

Section: Global Teams Can Provide Leadership Developmentmentioning

confidence: 99%

The benefits of global teams for international organizations: HR implications

Mockaitis

Zander

Cieri

2018

The International Journal of Human Resource Management

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In this special issue we aim to advance the theoretical, conceptual and empirical knowledge about the relationship between global teams and human resource management in international organizations. We argue that although the prevalence of global teams in international organizations is rapidly rising, simultaneously affecting the management of firms on global, regional and local levels, the response of firms and scholars alike to such changes has been slower, especially in the area of IHRM. The HR function in organizations could play a vital role in understanding, managing and leveraging the benefits of global teams to ensure that they contribute positively to the performance of firms, organizational units, and people. We demonstrate that there is still a disconnect in this respect and we highlight several areas in which the increasing use of global teams may challenge our conventional understanding of IHRM issues, and at the same time offer solutions for improvement in international organizations. The selected articles in this special issue provide both theoretical and practitioner implications by highlighting the need to explore the relationship between global teams and IHRM more generally and fully, as well as the need for HR practitioners and IHRM scholars to focus more on the 'human' and less on the 'resources' aspect. We trust that readers of this issue will agree that the articles all offer novel insights into key issues that open new avenues for further research in this nascent yet promising area.

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Leading global teams

Cited by 152 publications

References 97 publications

The impact of language barriers on trust formation in multinational teams

The impact of language barriers on trust formation in multinational teams

When distance is good: A construal level perspective on perceptions of inclusive international language use

The benefits of global teams for international organizations: HR implications

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