Managing Multicultural teams

Sylvie Chevrier ()
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Sylvie Chevrier: IRG - Institut de Recherche en Gestion - UPEM - Université Paris-Est Marne-la-Vallée - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12

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Abstract: This chapter offers a synthesis on the management and function of multicultural teams. In the pfirst part, we show that such teams vary widely, and propose a typology for their main configurations. Indeed, no manager can pretend that all multicultural teams call for the same oversight, especially when many of their particularities do ot reflect cultural issues. In the second section, we examine how cultural differences affect work in groups, and argue that managers need to go beyond their members' viewpoints to understand the coplexity of interculturla dynamics. In the third and final part, we will discuss how firms overcome cultral barriers and encourage team efficiency.

Keywords: multicultural teams; typology; cultural differences; intercultural synergy (search for similar items in EconPapers)
Date: 2013
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Citations: View citations in EconPapers (2)

Published in Jean-François Chanlat, Eduardo Davel, Jean-Pierre Dupuis. Cross-cultural management. Culture and management across the world, Routledge, pp.203-223, 2013, 978-0-415-68816-1

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01126846

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