Enhancing Global Learning and Change in Multicultural Organizations through Valuing Diversity in Project Teams

Paul Iles and Paromjit Hayers

Chapter 12 in Organizational Strategy and Technological Adaptation to Global Change, 1998, pp 215-233 from Palgrave Macmillan

Abstract: Abstract In recent years there has been an increasing level of speculation and research on the need for managers and other key staff to work productively with others: whether working with people from other functions in interdepartmental, cross-functional or integrative project teams and task forces, managing across borders in culturally and nationally diverse strategic alliances and partnerships and transnational organizations (see for example Bartlett and Ghoshal, 1989), or working in organizations characterized by increasing gender, racial, ethnic, physical ability and other forms of diversity (for example Kandola and Fullerton, 1994). Often team members hold very different theoretical perspectives and assumptions, use different languages (for example resident vs client vs patient vs. customer), employ different standards as to what counts as evidence (for example objective/quantitative vs intuitive/qualitative), and hold different expectations of one another’s roles.

Keywords: Cultural Diversity; Project Team; Uncertainty Avoidance; Corporate Financial Performance; Intercultural Competence (search for similar items in EconPapers)
Date: 1998
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-14602-4_13

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DOI: 10.1007/978-1-349-14602-4_13

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