Multicultural Teams Research Articles

Do Virtual and the Face-to-face Ways of Working Have an Impact on the Effectiveness of Teams? An Empirical Study in the Context of Multicultural IT Teams

This paper pursued to identify whether there are differences between virtual and face-to-face teams concerning their ability to develop a natural and incremental chain of linkages between individual, team and organization level effectiveness, in the context of interactions between their multicultural members and of interdependence that teamwork entails. The novelty and relevance of the research consist in empirically testing the above chain, along with the differences and similarities between virtual and co-located teams, on a sample of 159 respondents working in multicultural IT project teams from Romania and the Czech Republic. Structural equation modelling based empirical findings show statistically insignificant differences regarding the construction of the chain of effectiveness between virtual and co-located multicultural teams. Complementary, in terms of average values for all three levels of results, the face-to-face multicultural teams are superior to virtual multicultural ones, limited by the exclusion of team reaction time and lifespan from the research model.

The Influence of Cultural Backgrounds on Team Dynamics and Decision Making in Multicultural Environments

With the deepening development of globalization, cross-cultural communication is becoming increasingly frequent, and the role of multicultural teams in enterprises, education, scientific research, and other fields is becoming increasingly prominent. However, while multicultural teams bring innovation and competitive advantages, they also face challenges such as cultural conflicts and communication barriers. This study aims to explore the strategies and challenges of multicultural teams in cross-cultural communication, as well as how to improve team effectiveness through effective management. Using case analysis method, multiple multinational corporations were selected as research objects, and data was collected through literature review and other methods to analyze the operational mode and management strategy of multicultural teams. Research has found that cultural sensitivity training, cultivation of cross-cultural communication skills, establishment of shared values, and flexible management styles are key strategies for enhancing the effectiveness of multicultural teams. Meanwhile, cultural conflicts and communication barriers are the main challenges. Effective management of multicultural teams is crucial for enhancing team effectiveness. Enterprises should attach importance to cross-cultural training, strengthen communication and understanding among team members, in order to overcome the challenges brought by cultural differences and achieve collaborative development of the team.

Development of a regression model for effective labour management of an IT project

The object of the study is human resource management in IT projects, where the diversity of cultural characteristics and communication practices can affect the efficiency of task performance. The main problem addressed in this study is to identify the key factors that affect the effectiveness of human resource management in IT projects and to identify problem areas that need to be adjusted to improve the productivity and quality of teamwork. The study findings showed that the effectiveness of human resource management in IT projects largely depends on four main aggregate indicators: communication and interaction, cultural factors, leadership and management, and technical and professional skills. In particular, the model found that improved communication and interaction, as well as leadership and management, have the greatest positive impact on overall performance. Instead, cultural differences can create barriers that negatively affect teamwork performance. The findings are explained by the fact that effective communication and interaction are fundamental to coordinating teamwork, ensuring clarity of tasks, and timely information exchange. Leadership and management determine team motivation, conflict resolution strategies, and the overall direction of activities. The negative impact of cultural factors is explained by language barriers, differences in work approaches, and other cultural characteristics that can make it difficult to understand and cooperate. These findings can be used in practice in IT projects where multicultural teams work. They provide valuable guidance for leaders and managers on which aspects of management to focus on to improve team effectiveness. In particular, effective communication practices should be implemented, leadership skills and strategic planning should be developed, and cultural sensitivity should be taken into account, as well as training and development of technical and professional skills of team members. This will help overcome cultural barriers, improve collaboration, and increase the overall productivity of IT projects.

Leader affiliative humour and work outcomes in multicultural teams

ABSTRACT Leader affiliative humour is when the leader makes funny remarks to reduce tension or amuse followers. Previous authors find leader affiliative humour may produce favourable effects. Yet, research demonstrates that it can also cause undesirable results. This study draws on the cultural perspective to propose follower power distance orientation as a moderator in leader affiliative humour’s favourable and unfavourable influences on work outcomes in multicultural teams, which refers to work teams composed of members from different countries and cultural backgrounds. To collect data from members of multicultural work teams, we conducted an individual-level three-wave survey with a two-month time lag each in a large Taiwan-based financial holding company operating in more than 20 countries. Analyses of matched data collected from 192 worker-supervisor pairs find leader affiliative humour can improve task performance via increased leader-member exchange only when the follower’s power distance is low and can initiate organizational deviant behaviours via perceived acceptability of norm violation only when the follower’s power distance is high. Our study provides empirical evidence from multicultural teams to demonstrate how leader affiliative humour may favourable or unfavourable influence workers with different levels of power distance orientation to complement the leader humour and the multicultural team literature.

“Born global” poduzeća u doba digitalizacije

This study contributes to the general body of knowledge on the born global theory in the specific context of digital marketing agencies. In today’s interconnected digital landscape, driven by rapid technological advancements and evolving market dynamics, many companies across diverse sectors are shifting their growth strategies toward proactive internationalization. This study looks at the determinants and challenges of the internationalization strategies of digital marketing agencies in Croatia. The motivations, obstacles, and strategic choices that guide these agencies on their ‘born global’ journey are explored through a qualitative analysis. The research findings revealed that these agencies are venturing into global markets by taking advantage of competitive pricing, gaining invaluable experience, and expanding their competencies. This experiential learning shapes their strategies and operations and increases their competitiveness. On the other hand, Croatian digital marketing agencies face numerous obstacles to internationalization, including a lack of resources and market information, language barriers, and the complexity of managing remote multicultural teams. To overcome these challenges, agencies employ various strategies, such as utilizing word of mouth and maintaining a physical presence in target countries, emphasizing the importance of adaptability and resource commitment in successful international expansion. In addition, agencies employ direct foreign investment, client-driven regional expansion, and remote working to navigate the complexities and opportunities of international business.

The Impact of Cross-cultural Leadership on Team Performance in Business Administration

This article examines cross-cultural leadership s effect on team performance in business. It aims to understand how such leadership impacts performance and suggests optimization strategies. The study uses literature review and empirical research, highlighting globalization s challenges, such as cultural impact on team communication and leadership adaptability. Findings indicate cultural differences as major communication barriers, affecting efficiency and performance. Leadership style s adaptability to team culture is crucial. Strategies proposed include developing cross-cultural communication models, fostering adaptive leadership, and enhancing multicultural team performance. The conclusion underscores cross-cultural leadership s importance and suggests future research on leadership strategies in varied cultural contexts for team performance.

Collaborative online international learning in physiology: a case study.

Internationalization in higher education is essential, and although active learning methodologies are increasing and allow students to develop transversal skills, most still have a very local scope. In this context, the Collaborative Online International Learning (COIL) methodology is an interesting approach to benefit the students' development. It consists of an online program that involves creating multicultural teams to develop a specific learning project. Although this methodology is expanding, its use in physiology is still scarce. This paper aims to show an example of applying COIL methodology in physiology topics to enhance higher-education students' innovation and business skills. Our example project developed a sports-assessment service concept focused on physiology and biomechanics assessments. The program involved teams from Brazil, Germany, and Spain, comprising undergraduate and master students. Over 7 weeks, these teams, mentored by professors and researchers, engaged in workshops covering COIL methodology, business model design, executive summary planning, economic analyses, and communication techniques. Key outcomes included learning new concepts, developing soft skills, building confidence in innovative solution proposals, and experiencing diverse cultures. Challenges faced were language barriers, scheduling, task complexity, and logistical issues. This experience confirms the effectiveness of incorporating programs using COIL methodology into educational curriculums. Doing so exposes physiology students to innovation, entrepreneurship, and business creation while strengthening their professional connections and opening up postgraduation opportunities.NEW & NOTEWORTHY Although the Collaborative Online International Learning (COIL) methodology is expanding, its use in physiology is still scarce. Our example COIL project of 7 weeks developed a sports-assessment service concept focused on physiology and biomechanics assessments. The program involved teams from Brazil, Germany, and Spain, comprising undergraduate and master's students. Students perceived extracurricular activities in this format as beneficial. Coaches also expressed positive views about such initiatives, noting benefits for students and their development.

Exploring Trust in Pregnancy Care Clinicians Among Latine Patients in Spanish and English: A Qualitative Study [ID 2683628

INTRODUCTION: Trust between patients and clinicians is critical for better experiences and outcomes, yet there is no consensus on how trust is defined and measured in pregnancy care. We aimed to explore how patients define trust in clinicians; facilitators and barriers to building trust; and how trust may be eroded and rebuilt over time. METHODS: A bilingual, multicultural team led this qualitative focus group study. The semistructured discussion guide included definitions of trust based on a literature review, how trust is built, when trust is lost, external factors that influence the patient–clinician relationship, previous pregnancy experiences, and sources of trustworthy information during pregnancy. The discussions were audiorecorded and transcribed in the language in which they were held. We performed thematic content analysis on transcripts using both deductive and inductive approaches in each language. Codes were organized and synthesized according to emerging themes. The IRB approved this study. RESULTS: We held eight focus groups of Hispanic/Latine pregnant and postpartum patients; five were held in Spanish and three in English with a total of 35 participants. We identified five constructs of trust: communication, comfort, caring, competency, and accompaniment (“acompañamiento”). Facilitators of trust were warm interpersonal dynamics, continuity with clinician and care team, rapid direct communication with clinician, and language concordance. Barriers of trust were inadequate or inaccurate information, rotating clinicians, cold interpersonal dynamics, and language discordance. There were few differences between Spanish and English groups. CONCLUSION: Patient perspectives about building trust with clinicians are critical for improving the quality of patient–clinician relationships, especially when language barriers exist.

USING INTERCULTURAL COMMUNICATIVE COMPETENCE DIMENSIONS IN MANAGING MULTICULTURAL TEAM PERFORMANCE

This article provides the relevance and effectiveness of intercultural communication competence for managing multicultural teams within Kazakhstan-based international companies. This research seeks to assess project managers and team members’ knowledge, attitudes and skills related to intercultural communication competence. Byram’s model of intercultural communication competence will be utilized with its emphasis on cultural knowledge and attitudes. This study’s significance lies in its focus on cross-cultural management and communication in diverse work environments, using quantitative survey research methodologies conducted among project managers and team members in Kazakhstan international companies. The purpose is to investigate whether project managers and team members from multinational companies in Kazakhstan, operating in diverse cultural settings, possess the ability to identify elements of cross-cultural communicative competence while overseeing their teams and supervising the performance of their subordinates. Data analysis offers insights into intercultural communication competence knowledge, attitudes and skills within their specific context. These findings contribute to existing knowledge on intercultural communication competence and its application in managing multicultural teams, emphasizing the significance of cultural knowledge, positive attitudes toward diversity and effective communication skills for achieving successful project results. Furthermore, the results can provide practical implications for project managers and organizations looking to enhance their intercultural communication competence.

Evaluation of cross-cultural competence among German health care professionals: A quasi-experimental study of training in two hospitals

Sociocultural diversity in the German health care system is increasingly reflected in multicultural teams and the diversity of patients. To ensure successful collaboration in a multicultural environment and effective care to diverse patients the importance of cross-cultural competence training is growing. There is a lack of evidence-based training approaches for the German health care system, and it is unclear how the theoretical-conceptual promotion of cross-cultural competence can be achieved sustainably. The aim of the study is to evaluate the effectiveness of cross-cultural competence training for German health care professionals. A quasi-experimental evaluation study in two German hospitals was conducted. Cross-cultural competence was examined in an intervention and a control group (n = 196) using the self-reported instrument Cross-Cultural Competence of Healthcare Professionals (CCCHP) and analyzed with SPSS Statistics 25. Cross-cultural training had a cognitive level impact on knowledge, awareness, and attitudes and showed a highly significant reduction in social desirability. On an affective level, cross-cultural motivation and curiosity initially increased at t1 and decreased at t2. Cross-cultural emotion and empathy increased slightly. On a behavioral level, cross-cultural skills decreased after the training. For sustainable effects, cross-cultural training should focus more on practical skills in addition to theoretical content. Training interventions should be long-term. The results show that more needs to be done in the German health care sector to meet the increasing diversity and demands.

Fostering sustainability competences through co-creation of digital storytelling: Effects of COVID-19 on higher education students’ reflective learning

During COVID-19, online collaboration became more accessible than before, enabling higher education students and teachers to organize virtual mobility experiments and run projects with stakeholders across cultures. In this paper, we focus on three blended intensive programs, two in Finland and one in Hungary, to explore how the pedagogical approach of project-based digital storytelling combined with reflective writing contributed to students’ sustainability competence development during the pandemic and after. In these programs, multicultural teams of students worked on real-life digital storytelling projects aimed at driving sustainable changes in people’s thinking, behaviour, and lifestyles. Digital storytelling has proved effective in fostering students’ 21st century skills through engagement and co-creation with the wider world. Based on qualitative content analysis of 67 semi-structured learning journals, we explore students' developments in values-thinking, collaborative, and self-awareness competences during their digital storytelling projects. With insights from student reflections on their virtual, online, and blended learning, we discuss challenges and successes of project-based, collaborative, and reflective learning and propose best practices for using collaborative digital storytelling as a transformative method to foster sustainability competences across cultures.

Towards a more balanced treatment of culture in international business using an ethnographic design: a multinational family business case study

PurposeThe negative cultural bias vis-à-vis international business and cross-cultural management has been duly acknowledged, necessitating recommendations towards investigating its positive effects. Methodologically, quantitative research clearly predominates, and there have been calls for alternative approaches. Thus, this conceptual paper addresses the research gap (methodological and thematic) by investigating if multicultural teams can be an essential part of the global workforce and whether positive effects exist regarding dynamic capabilities, learning and knowledge transfer.Design/methodology/approachThe underlying ethnographic research design enabled exploring within the embedded single case study from an emic perspective, including qualitative observation and semi-structured expert interviews, and provided detailed insights into the company’s multicultural work environment.FindingsThe results reveal that applying a qualitative design allowed the needed exploration and show that multicultural, geographically dispersed teams are positively experienced and considered necessary in today’s globalised world. They are likely to increase in the future. Moreover, dynamic capabilities (multicultural competencies) are indispensable for multicultural teamwork. Regarding learning opportunities, different viewpoints for discussion and the ability to reflect on these offer valuable insights. In line with theory, multiculturality is considered a “two-edged sword”, providing simultaneous benefits and challenges. Contrary to the theory, even highly important information transfers can occur virtually, although occasional physical contact is essential for trust building.Originality/valueThe multinational family business offers a unique example of a positive relationship between multiculturalism and organisational excellence and demonstrates how the application of a qualitative methodology can support theory building by delivering a revised model of dynamic capabilities in multicultural environments with geographical dispersion.

WORK VALUES AND ATTITUDES TOWARD THE TECHNOLOGY OF GENERATION Z IN BRAZIL AND GERMANY

Objective: The aim of this study was to analyze the differences related to work values and attitudes toward the technology of Generation Z in Brazil and Germany. Method: The proposed hypotheses were tested in a survey of 122 Brazilian and German participants. The data were analyzed using t-test and logistic regression models. Main Results: The results present differences between Brazilian and German Generation Z, challenging the literature that analyzes Generation Z as a global generation and reinforcing cultural differences between nationalities. The Brazilian sample presents more instrumental and prestige work values and is more positive and less negative regarding technology than the German sample. Relevance/Originality: The paper’s contribution provides evidence of Generation Z’s differences according to nationalities relevant to shaping their relationship with work and technology. The analysis of both constructs is interesting nowadays because of their interrelationship and the current changes in global work boundaries. Theoretical/Methodological Contributions: The literature predominantly presents that Generation Z is a global generation. Comparing participants from two countries with different levels of development provides an insight into their differences regarding work values and attitudes, which can be valuable for business management literature. Practical/Social Contributions: Recommendations for businesses are provided to improve attraction and retention strategies to tackle the shortage of skilled workers. This implies management strategies for firms with multicultural teams.

Strategies for Managing Interpersonal Conflicts in Multicultural Teams

Multicultural teams are becoming increasingly common in globalized work environments, bringing diverse perspectives that can foster innovation but also lead to complex interpersonal conflicts. The objective of this study was to explore effective strategies for managing these conflicts, with an emphasis on understanding the impact of communication styles, cultural norms, and conflict management strategies on team cohesion and performance. This qualitative study employed semi-structured interviews to collect data from 16 participants with diverse cultural backgrounds, who have experience in multicultural teams. Data analysis was conducted using NVivo software, focusing on thematic coding to achieve theoretical saturation. The interviews explored participants’ experiences and strategies related to conflict in multicultural settings. Three main themes were identified: Communication Styles, Cultural Norms and Values, and Conflict Management Strategies. Communication Styles included subcategories such as Language Barriers, Modes of Communication, Cultural Interpretations of Politeness, Conflict Escalation, and Resolution Techniques. Cultural Norms and Values encompassed Power Distance, Individualism vs. Collectivism, Uncertainty Avoidance, Long- vs. Short-Term Orientation, and Time Orientation. Conflict Management Strategies featured the Role of Cultural Mediators, Adaptive Leadership, Preventive Measures, Feedback Systems, and Reconciliation Processes. Effective management of interpersonal conflicts within multicultural teams requires a nuanced understanding of diverse communication styles, cultural norms, and proactive conflict resolution strategies. Tailored approaches that consider these elements can significantly enhance team dynamics and organizational productivity. Leaders and organizations are encouraged to implement adaptive leadership and cultural competency training to navigate and resolve conflicts effectively.

Strategies to Improve Communication Among Multicultural Teams involved in Construction Projects

Strategies to Improve Communication Among Multicultural Teams involved in Construction Projects

Cultural Intelligence and Leadership Styles: Examining the Impact of Multicultural Teams on Organizational Productivity and Employee Satisfaction

Cultural Intelligence and Leadership Styles: Examining the Impact of Multicultural Teams on Organizational Productivity and Employee Satisfaction

Cross-Cultural Management of Chinese Enterprises: An Analysis

In today's globalized world, the dynamics of managing diverse cultures have become essential for the success and longevity of businesses operating internationally. This study focused on the specific context of Chinese enterprises, considering their increasing importance in the global economy. Understanding how these enterprises navigated and adapted to different cultural environments was incredibly important. The analysis explored the unique challenges and opportunities that Chinese enterprises faced when operating in culturally diverse settings. It examined how traditional Chinese and American values, communication styles, and leadership approaches influenced organizational practices in an interconnected world. Additionally, the study investigated the strategies employed by Chinese enterprises to promote effective cross-cultural collaboration, manage conflicts, and foster innovation in multicultural teams. Through quantitative data analysis, the research highlighted successful strategies for enhancing cross-cultural competencies and achieving positive outcomes for Chinese enterprises. It also emphasized the potential pitfalls and cultural misunderstandings that could arise without culturally sensitive management approaches. Ultimately, this analysis contributed to the broader discussion on cross-cultural management by providing insights into the nuanced dynamics that shaped Chinese enterprises' interactions with diverse cultural contexts.

OPINIONS OF EUROPEAN MANAGERS ON THE CHALLENGES OF TEAM MANAGEMENT IN MULTICULTURAL WORK ENVIRONMENTS

In contemporary companies, the knowledge and experience of both employees and managers significantly influence decision-making, operational effectiveness, and strategy implementation, especially in conditions of the continuously increasing role played by international cooperation. Multiculturalism is not only a common feature of companies which operate in the global market but also increasingly a key factor when it comes to people management. Although cultural diversity can bring many positive effects, it can also be a source of a range of problems. Thus it is so important for managers of culturally diverse teams to understand the essence of multiculturalism, to be able to manage cultural diversity skilfully, and to endorse values and adhere to principles which are highly relevant in multicultural work environments. The study presented in the article (individual in-depth interviews) was conducted among managers from six European countries. The main aim of the study was to identify challenges posed by multicultural work environments based on the opinions of managers who work with multicultural teams. The theoretical part of the article explains the concept of multiculturalism and presents multiculturalism in the context of management in contemporary work environments. The empirical part discusses the results of the interviews and the resulting conclusions. Undoubtedly, multiculturalism poses numerous challenges to managers in the area of people management, and the results of the study have confirmed that managers face considerable challenges in multicultural work environments (especially in the areas regarding managers’ factual knowledge on and preparation for the management of teams, the level of their cultural intelligence, communication, and employee motivation).

Individual characteristics on multicultural team performance: does the role played by leaders and team members matter?

The main purpose of this study was to analyze the impact of individual characteristics of cultural sensitivity, adaptability, cohesion, and cultural diversity on the multicultural team performance. Also, we analyzed the moderating effect of being a team member or a team leader on the relationships mentioned above. To test out hipotheses, data were collected from 415 members of multicultural teams specifically, from 304 team members and 111 leaders. The findings provided evidence to support a positive relationship between cultural sensitivity, adaptability, cohesion, and team performance. Cultural diversity did not show a significant impact on team performance. The study also showed that the leaders and members had different perceptions about the factors that influence team performance. For instance, team members consider that cohesion influences team performance, while leaders consider adaptability as the key factor to achieve performance. Main implications from findings are discussed.

CORRELATION BETWEEN CULTURAL DIMENSIONS AND THEIR INFLUENCE ON CONFLICT STYLE PREFERENCES

This paper offers a multifaceted exploration of the intricate interplay between cultural dimensions and preferences in conflict resolution styles. It delves into the profound influence of cultural values on the choices individuals make when managing conflicts, enhancing our understanding of this complex relationship. Defining culture and conflict as central constructs, the paper investigates several key cultural dimensions within Hofstede's framework. It focuses on individualism and collectivism, high and low power distance, and high and low uncertainty avoidance. Few studies cover the research on power distance and conflict style preference, underscoring the importance of understanding how individuals choose styles that align with their cultural norms, whether maintaining low or high power distance within their own cultures.
 The study uncovers the correlation between different cultural types and conflict management styles. In cases of individualism, there is a preference for an avoidance style of conflict management, while collectivist cultures typically lean towards compromising and obliging conflict styles. In situations marked by high power distance, members of high power cultures are more likely to adopt an avoidance conflict style. The research holds significance for managing intercultural conflicts across various contexts, particularly in the realms of global governance, international relations, and multicultural team management. The findings provide a valuable reference for managers striving to navigate intercultural tensions and promote effective conflict resolution strategies aligned with cultural values. While this study offers valuable insights, it highlights the need for further in-depth research on additional cultural dimensions. This paper contributes to understanding the intricate relationship between culture and conflict resolution. It serves as a guide for analyzing preferences in intercultural conflicts, promoting conflict resolution management in multicultural projects, and advancing cross-cultural cooperation and understanding. Continuous research in this field is essential for more effective conflict management in an increasingly diverse global landscape.