Special issue of<i>International Journal of Human Resource Management</i>: The benefits of global teams for international organizations: HR implications

Mockaitis, Audra I.; Zander, Lena; Cieri, Helen De

doi:10.1080/09585192.2015.1016313

Cited by 5 publications

(3 citation statements)

References 6 publications

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“…The use of global teams can help organizations achieve some of these goals by creating a system whereby employees based in different locations can work together either through virtual team projects or through expatriation or inpatriation programs (Reiche, 2011). Global teams or project-based work can also help organizations to respond quickly to the changes in the global market, and to ensure that the organizational learning of new innovative process is rapid throughout the intra-organizational network (Mockaitis et al , 2015; Gibbs and Boyraz, 2015). There are three distinct features of global teams compared to other team patterns: the team members are selected from various geographic areas; they serve different job functions and work in dispersed units; and they work together to achieve specific project goals aligning with MNEs’ global operation (Oshri et al , 2008; Zakaria et al , 2004; Govindarajan and Gupta, 2001; Maznevski and DiStefano, 2000; Zander et al , 2012).…”

Section: Knowledge Transfer and The Seci Modelmentioning

confidence: 99%

Global mobility of professionals and the transfer of tacit knowledge in multinational service firms

Guo

Jasovska

Rammal

et al. 2018

J of Knowledge Management

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Purpose -The use of expatriates to transfer individual and organizational know-how and knowledge is a practice widely used by multinational enterprises (MNEs). However, for service firms, the mobility of employees across national borders depends on the commitments made by countries under the General Agreement on Trade in Services (GATS). In particular, the Mode 4 form of supply under GATS can limit the ability of professionals to enter a particular country and can restrict the intra-organizational transfer of knowledge in multinational service firms. The purpose of this paper is to investigate how MNEs attempt to overcome these barriers and transfer knowledge through their global network. Design/methodology/approach -Using Nonaka and Takeuchi's SECI model of knowledge transfer, the authors study the intra-organizational knowledge transfer practices of an Indian multinational service firm. Semi-structured interviews were conducted with 20 key informants involved with the organization. Findings -The company uses global teams to transfer tacit knowledge and facilitates inpatriation through an internship program that helps the firm overcome nationality requirement that restricts the movement of their managers to other countries, which in turn limits their ability to transfer knowledge in the intra-organizational setting. The company uses the services of a not-for-profit youth organization that helps recruit interns for the program and also facilitates the relationship with the Indian Government, which provides support for this initiative by reducing barriers to entry for the interns. Originality/value -This study takes the unique approach of studying barriers to movement of professionals and a firm's strategic response. It identifies the pressures and barriers that companies face in the global economy and highlights the role of government agencies and other stakeholders in facilitating or restricting the transfer of knowledge within a firm's international network. The paper articulates the implications for policy and practice, and a future research agenda.

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Section: Knowledge Transfer and The Seci Modelmentioning

confidence: 99%

Global mobility of professionals and the transfer of tacit knowledge in multinational service firms

Guo

Jasovska

Rammal

et al. 2018

J of Knowledge Management

View full text Add to dashboard Cite

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“…In 2018, Mockaitis, Zander and DeCieri (2018) explored the relationship between global teams and IHRM recognizing the increase of global teams in international organizations, while O'Donohue, examined expatriates' psychological contracts. In 2019, examined the positive relations between expatriation and resilience.…”

Section: More Recently and Arguably Unsurprisingly Scholarly Attentio...mentioning

confidence: 99%

The evolving field of global mobility: responses to global volatility (2013–2022)

Ridgway

Langinier

2023

JGM

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PurposeA decade has passed since Dabic et al. (2015) published a systematic review of the evolution of the expatriate literature from 1970 to 2012. Moreover, the past five years have been turbulent, with many global crises affecting organizational approaches to the global movement of people, particularly expatriate workers. Thus, this article seeks to understand how global mobility has continued to evolve during such turbulence and propose avenues for future research.Design/methodology/approachIn this study, the authors undertook a constructive replication (Köhler and Cortina, 2021) of the systematic literature review conducted by Dabic et al. (2015), informed by guidelines offered by Donthu et al. (2021) for the period 2013 to 2022. The authors conducted a performance analysis of 1,517 academic articles about expatriates and broader globally mobile workers. Additionally, the authors analyzed all expatriate-related special issues published in the past decade and provide a narrative review of seminal works from the past five years.FindingsThe expatriation field has grown exponentially; greater attention has been paid to contextualizing research, particularly concerning emerging markets, although the field remains Western-dominant. This analysis stresses the increasingly strategic nature of expatriation at a time when global staffing has become dramatically challenging. Thus, this review highlights the need for more interdisciplinarity at different levels between expatriation and the field of strategy. The authors argue the need for a multifaceted understanding of the expatriation experience.Originality/valueThe authors offer a constructive replication of a bibliometric literature review extended by a narrative analysis to complement a critical perspective on a large set of bibliographic data on the broad subject of expatriation. This addition offers an integrated view of the different themes identified by the bibliometric analysis and paves the way for future replication studies to examine how fields evolve.

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“…Cross-cultural virtual teams continue to grow in importance and ubiquity in business (Mockaitis et al, 2018;Society for Human Resource Management Foundation, 2016). The ability to work effectively on virtual and international teams has increasingly been a topic within the management education discourse (Alavi et al, 1997;Allen & Young, 1997;Alstete & Beutell, 2004;Duus & Cooray, 2014;Montgomery, 2009;Ng et al, 2009;Ramanau, 2016;Schwartzman, 2006;Wang & Haggerty, 2011).…”

Section: Introductionmentioning

confidence: 99%

Teaching Virtual and Cross-Cultural Collaborations: Exploring Experiences of Croatia- and U.S.-Based Undergraduate Students

Vidovic

Hammond

Lenhardt

et al. 2020

Journal of Management Education

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Two important characteristics of contemporary teamwork are working with colleagues from diverse cultural backgrounds and working in virtual teams. Hence, preparing students to successfully navigate through the business world must include developing these two skills. To investigate learning for both cross-cultural and virtual collaboration, we conducted a cross-cultural virtual team experiential exercise with 635 undergraduate students comprising 189 teams. The exercise was part of Organizational Behavior classes at three university campuses—two in the United States and one in Croatia. Data analysis examining skills development and efficacy demonstrated a significant increase in virtual team efficacy for all students and a significant increase in cross-cultural efficacy for students in Croatia. Qualitative results point to differences in key lessons learned between U.S. and Croatian students, such as communication skills, time management skills, and intensity of the experience. We provide a description of the exercise, lessons learned, and suggestions for future use, including adaptations to smaller class sizes.

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Special issue ofInternational Journal of Human Resource Management: The benefits of global teams for international organizations: HR implications

Cited by 5 publications

References 6 publications

Global mobility of professionals and the transfer of tacit knowledge in multinational service firms

Global mobility of professionals and the transfer of tacit knowledge in multinational service firms

The evolving field of global mobility: responses to global volatility (2013–2022)

Teaching Virtual and Cross-Cultural Collaborations: Exploring Experiences of Croatia- and U.S.-Based Undergraduate Students

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