2010
DOI: 10.1108/13527591011053269
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Global teams: a network analysis

Abstract: Access to this document was granted through an Emerald subscription provided by FRIEDRICH ALEXANDER UNIVERSITAET ERLANGEN NUERNBERG For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comWith over forty years' experience, E… Show more

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Cited by 19 publications
(13 citation statements)
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“…It was decided that any benefit realized by only one firm would not be included and hence, the benefits of networking discussed presently are those enjoyed by at least two firms. A threshold point or "cut-off value" (Berg and Holtbrügge 2010, p. 202) of two cases has been imposed by other business case study researchers (e.g., Berg and Holtbrügge 2010;Sum et al 2002;Ogden and Carter 2008). In this way, it is thought that the insights afforded by the study would not be distorted by "exceptional" cases.…”
Section: Resultsmentioning
confidence: 99%
“…It was decided that any benefit realized by only one firm would not be included and hence, the benefits of networking discussed presently are those enjoyed by at least two firms. A threshold point or "cut-off value" (Berg and Holtbrügge 2010, p. 202) of two cases has been imposed by other business case study researchers (e.g., Berg and Holtbrügge 2010;Sum et al 2002;Ogden and Carter 2008). In this way, it is thought that the insights afforded by the study would not be distorted by "exceptional" cases.…”
Section: Resultsmentioning
confidence: 99%
“…9–10; Mäkelä et al, ) in the organization. While most authors understand this shared language as the designated corporate language (Marschan et al, ; Swift and Wallace, ), some others consider it the working language of global teams (Berg and Holtbrügge, ; Li, ).…”
Section: Findings Of the Review: Articulating Underlying Assumptionsmentioning
confidence: 99%
“…Virtual teams are increasingly being used to enhance cooperation required in partnering and joint ventures and to provide increased fl exibility and innovation in service delivery and product development (Yukl, 2006 ). As globalization proceeds apace, teams that are global in reach are increasingly tasked with a variety of missions including innovation (Tjosvold & Wong, 2004 ), developing and launching new products (Barczak et al, 2006 ), achieving competitive advantage ( Hagen & Aguilar, 2012 ), and improving coordination of value-chain activities (Berg & Holtbrügge, 2010 ).…”
Section: Resultsmentioning
confidence: 99%
“…One of the most frequently cited characteristics of high performing teams was trust (Berg & Holtbrügge, 2010 ;Maznevski & Chui, 2013 ;Mukherjee et al, 2012 ;Paul et al, 2005 ;and Tjosvold & Wong, 2004 ). Maznevski and Chui ( 2013 ) defi ned trust as "a positive attitude about other team members, specifi cally a belief that a team member would make decisions, even in the absence of other team members, that optimize the team's interests" (p. 146).…”
Section: Effective Global Teamsmentioning
confidence: 99%