Lateral hierarchy: The case of cross-cultural management teams

James McCalman

European Management Journal, 1996, vol. 14, issue 5, 509-517

Abstract: How are concepts such as lateral hierarchy actually practised? There is growing awareness of the need within multinational organizations for cross-cultural and cross-functional teamwork yet very little is known of how this takes place nor how we develop the global manager. This article examines the decision-making processes within a horizontal collaboration and the role of the global manager in making these work. It also argues for a greater degree of research into the likely consequences of the movement towards cross-cultural collaboration.

Date: 1996
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