Managing the Impact of Differences in National Culture on Social Capital in Multinational IT Project Teams – A German Perspective

Alexander Stetten (), Daniel Beimborn (), Tim Weitzel () and Zita Reiss ()
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Alexander Stetten: University of Bamberg
Daniel Beimborn: University of Bamberg
Tim Weitzel: University of Bamberg
Zita Reiss: University of Bamberg

A chapter in Theory-Guided Modeling and Empiricism in Information Systems Research, 2011, pp 187-206 from Springer

Abstract: Abstract Social relationships within multinational teams are often burdened by cultural differences between the team members. Severe difficulties arising from such differences include conflict, mistrust, and miscommunication (Salk and Brannen,2000). This in turn hampers the creation of social capital within the team and thus leads to sub-optimal knowledge exchange, collaboration, and project performance. Consequently, numerous studies consider cultural differences in the context of multinational teams and propose various management actions that can be taken to overcome resulting problems in the network of relationships among team members (e.g., Carmel, 1999; Carmel and Agarwal, 2001; Earley and Mosakowski, 2000; Govindarajan and Gupta, 2001; Oshri et al., 2007; Sarker and Sarker, 2009; Walsham, 2002).

Keywords: Social Capital; National Culture; Global Software Development; High Power Distance; Interview Partner (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-7908-2781-1_10

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DOI: 10.1007/978-3-7908-2781-1_10

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