Project Management in International Teams

Ulrich Hoessler (), Walter Sponfeldner () and Douglas L. Morse ()
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Ulrich Hoessler: IKO – Institut fuer Kooperationsmanagement
Walter Sponfeldner: Osram AG
Douglas L. Morse: Information and Knowledge Research Group, Inc.

Chapter 17 in Applied Psychology for Project Managers, 2015, pp 287-304 from Springer

Abstract: Abstract The role of international teams in the workplace continues to increase as they assume a more central and standard role in developing, producing, and distributing products and services of all kinds. International cooperation necessitates intercultural cooperation. We highlight this first by describing a case study that exhibits typical challenges and processes in intercultural cooperation. The chapter then turns to investigate how culturally-determined problems that arise from the case can be interpreted from a psychological point of view. Finally, we offer ways of optimizing intercultural cooperation in international teams.

Keywords: Team Member; Cultural Difference; Project Team; International Project; International Team (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-662-44214-2_17

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DOI: 10.1007/978-3-662-44214-2_17

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