Multinational and Multicultural Distributed Teams

Abstract

Teams that span multiple geographic, temporal, and cultural boundaries have become prevalent in many industries and sectors. Researchers from multiple disciplines have begun to examine these multinational, multicultural (MNMC) distributed teams. The purpose of this article is to provide a review and critique of existing research in this area. To this end, the authors examine the ways scholars have conceptualized culture in this research, discuss the role that distribution is found to play in these teams, and provide a research agenda. The authors argue that scholars should continue to complicate their views of culture and embrace nuanced views of distribution to reflect the complexities of MNMC distributed team characteristics and processes.

Working with multicultural virtual teams: critical factors for facilitation, satisfaction and success

“…Moreover, let alone the designated negative aspects of CMC, the role of cultural differences among VT members makes the collaborative work processes more complex. A large body of studies has examined this complex interrelationship (Powell et al 2004;Connaughton & Shuffler 2007;Niederman & Tan, 2011, April).…”

The Cross-Cultural Knowledge Sharing Challenge: An Investigation of the Co-location Strategy in Software Development Offshoring

“…However, studies have also shown successful knowledge sharing and collaboration among geographically and culturally distributed software developers through information and communication technologies (Persson et al, 2012;Yalaho & Nahar, 2010). Differences in work culture, team behavior, or organizational culture may also lead to difficulties (Connaughton & Shuffler, 2007;Nakatsu & Iacovou, 2009;Persson, 2010), that can be caused by divergence between sites, in balancing collectivism and individualism, perception of authority and hierarchy, and planning and punctuality (Herbsleb & Moitra, 2001;Krishna et al, 2004). This may lead to decreased conflict-handling, lower efficiency, or even paralyze the software project.…”

Sharing cultural knowledge at work: a study of chat interactions of an internationally dispersed team

“…The very dynamics of knowledge work, often referred to as the 'black box' of team processes, have remained largely unexplored (Erhardt & Gibbs, 2008). Most importantly, research tends to draw on a limited conceptualisation of the relationship between culture and communication (see also Connaughton & Shuffler, 2007;Gibbs et al, 2008). Culture is relegated to the position of a finite, static and distinctive set of experiences, perceptions, values, behaviours and skills that is a natural property of a national or ethnic group.…”

“…Moreover, internationally dispersed teams may explicitly rely on cultural knowledge sharing as they are often formed with a view to enhancing the organisational understanding of local markets and encouraging innovation (Scott, 2013). Although these themes have inspired intense research interest, the burgeoning literature has tended to take a post-positivistic approach that focuses on mapping the antecedents and outcomes of team processes, and conceptualises culture and communication as variables (see also Connaughton & Shuffler, 2007;Gibbs et al, 2008). In the light of this, the very process of cultural knowledge sharing that team members engage in as their everyday interactions unfold has remained largely unexplored.…”