Lateral hierarchy: The case of cross-cultural management teams

McCalman, James

doi:10.1016/0263-2373(96)00045-x

Cited by 9 publications

(9 citation statements)

References 13 publications

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“…Divergent views lead to multiple solutions for a single problem, avoiding the pitfalls of group-think. Diversity serves teams well when they are charged with cognitive, creativity demanding tasks, but may be impeding for more routine activities (Adler, 1991;Bento, 1995;Cox, 1991;Guzzo and Dickson, 1996;McCalman, 1996).…”

Section: Literature Reviewmentioning

confidence: 99%

“…GNPTs are a relatively new phenomenon, constituting the "next wave of corporate development" (McCalman, 1996;Solomon, 1995, p. 50). A recent survey of firms found that nearly three-fifths are using global teams for a range of tasks, and almost two-thirds claim these teams have led to innovations in The authors appreciate funding from the Center for Research in Human Resource Management at the University of Illinois at Chicago.…”

Section: Introductionmentioning

confidence: 99%

“…assemble the right individuals, so that the national cultures represented are synergistic and constructive rather than debilitating and unproductive. Culturally diverse groups have the potential for greater levels of creativity and problem solving than homogeneous groups (Adler, 1991;Guzzo and Dickson, 1996;McCalman, 1996), but how can this potential be tapped for new product development?…”

Section: Introductionmentioning

confidence: 99%

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Designing global new product teams

Sivakumar

Nakata

2003

International Marketing Review

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Companies are increasingly bringing personnel together into teams from different countries, physically and/or electronically, to develop products for multiple or worldwide markets. Called global new product teams (GNPTs), these groups face significant challenges, including cultural diversity. Differing cultural values can lead to conflict, misunderstanding, and inefficient work styles on the one hand, and strong idea generation and creative problem solving on the other. A study was conducted to identify team compositions that would optimize the effects of national culture so that product development outcomes are favorable. This began by developing a theoretical framework describing the impact of national culture on product development tasks. The framework was then translated into several mathematical models using analytical derivations and comparative statics. The models identify the levels and variances of culture values that maximize product development success by simultaneously considering four relevant dimensions of GNPT performance. Next, the utility of these models was tested by means of numerical simulations for a range of team scenarios. Concludes by drawing implications of the findings for managers and researchers.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Designing global new product teams

Sivakumar

Nakata

2003

International Marketing Review

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“…(Ardichvili & Kuchinke, 2002, pp. 161-162) Although there are many empirical studies of the effect of culture on group dynamics and on HR practices (Ardichvili & Gasparishvili, 2001;Aycan et al, 2000;Cotton, McFarlin, & Sweeney, 1993;Cseh, Halmos, Koltai, Krisztián, Nemeskéri, & Németh, 2002;Day, Dosa, & Jorgensen, 1995;Hofstede, 1980b;House et al, 1999;Kirkman et al, 2001;Kuchinke, 1999;McCalman, 1996;Neff, 1995;Salk & Brannen, 2000;K. Smith & Berg, 1997;Trompenaars & Hampden-Turner, 1998;Vogel et al, 2001) and conceptual discussions for understanding and working with cross-cultural differences (Bento, 1995;Hall, 1959Hall, , 1990Higgs, 1996;Myers, Kakabadse, McMahon, & Spony, 1995;Rasmusson, 2000;Schreiber, 1996), there is a need for empirical studies of the effect of cultural factors on the process of learning of cross-cultural or multicultural teams.…”

Section: Implications For Future Research and Theory Developmentmentioning

confidence: 99%

Facilitating Learning in Multicultural Teams

Cseh¹

2003

Advances in Developing Human Resources

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The problem and the solution. Leading, working, and facilitating learning in multicultural teams represents one of the main challenges faced by today’s organizations. The advantages associated with multicultural teams (e.g., the symbiosis of different wealth of knowledge, ideas, and approaches to life and work) prove to be the major challenges in working in and leading these teams (e.g., differences in beliefs, attitudes, behavior patterns, paradigms, and thus different approaches to learning). Recognizing the importance of team learning and its facilitation in meeting the aforementioned challenges, this chapter presents the effect of cultural values on multicultural team learning as described in the literature. Theoretical implications as well as implications for human resource development practitioners are presented.

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“…When confronted to new challenges, organic organizations seem more useful, as their characteristics allow for: a) a change in decisionmaking from vertical to horizontal cooperation, considering that the composition of the organization consists of a maximum number of strategic top management groups and project teams (McCalman, 1996); b) departmental barriers erosion to facilitate the work of cross-functional teams and integration of specialized knowledge (Cross, 2000); c) directors' authority is granted to employees (decentralization of power and control) to participate in organizational management, proactively promoting a culture of openness and trust (Hankinson, 1999); d) higher level of informality and freedom of rules, where management grows to lead people, technology, knowledge and processes. In general, stimulus for member interaction is treated as main mechanism for creating new knowledge (Wang and Ahmed, 2003).…”

Section: Family Business Behaviormentioning

confidence: 99%

Semantic test of a technology management model in family business

Larios-Hernández¹,

Maciel²

2017

Journal of Technology Management & Innovation

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This paper assembles family business conceptions from the innovation and technology management perspective, and tests them in the case of a Mexican sugarcane producer. Literature indicates that non-financial objectives, risk aversion and strong controls negatively influence family firms' innovation outcomes. Based on semantic network analysis, we collected transversal information on the firm's technology activities, innovation values and organizational flows, which allowed for the identification of an organizational management profile that shapes an innovation style. Although we acknowledge literature consistency in aspects such as family direct influence and control, or the importance of STI partnerships and external knowledge, our findings didn't identify any concerns about losing control in parts of the family business. This research contributes to the understanding of technology management and organizational elements in an emerging economy's family firm from a relational perspective. Implications for theory endorsement and characterization of family business innovation and technology management in developing countries are discussed.

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Lateral hierarchy: The case of cross-cultural management teams

Cited by 9 publications

References 13 publications

Designing global new product teams

Designing global new product teams

Facilitating Learning in Multicultural Teams

Semantic test of a technology management model in family business

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