Abstract
As a result of both global competition and company downsizing, multinational firms increasingly are using self-managing work teams (SMWTs) in their foreign affiliates. In this article we identify several cultural values that likely will affect whether employees within those facilities will resist the self-management-related and team-related aspects of SMWTs. Further, we argue that the success of SMWTs is related to the extent to which organizations effectively manage culture-based resistance to SMWTs. We then conclude with theoretical implications and recommendations for managers implementing teams globally.
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