Managing diversity in transnational project teams

Paul Iles · Paromjit Kaur Hayers

121 citations0/0 files storedJournal of Managerial Psychology

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Team Dynamics and Performance International Student and Expatriate Challenges Global and Cross-Cultural Management

Abstract

Discusses the value, workings and effectiveness of international project teams. Proposes a model to enable the creation of an effective team and process. Points out the need to manage diversity, intercultural differences and different nationalities. Uses a case study from Raleigh International to illustrate.

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References

1983Culture's Consequences: International Differences in Work-Related Values.1986International dimensions of organizational behavior 1992TOP MANAGEMENT TEAM DEMOGRAPHY AND CORPORATE STRATEGIC CHANGE.1998When Groups Consist of Multiple Nationalities: Towards a New Understanding of the Implications 1990Intercultural competence and expatriates 1991Team composition in organizational settings: Issues in managing an increasingly diverse work force.1998The Project Manager 1996Use transnational teams to globalize your company

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2009MULTICULTURAL EDUCATION – GOOD FOR BUSINESS BUT NOT FOR THE STATE? THE IB CURRICULUM AND GLOBAL CAPITALISM 2015Internationalization and Culture in Higher Education 2010Leadership and diversity: theory and research 2010Managing New Product Development Teams in a Globally Dispersed NPD Program 2004Internal brand building in multicultural organisations: a roadmap towards action research 2014

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