The benefits of global teams for international organizations: HR implications

Abstract

In this special issue we aim to advance the theoretical, conceptual and empirical knowledge about the relationship between global teams and human resource management in international organizations. We argue that although the prevalence of global teams in international organizations is rapidly rising, simultaneously affecting the management of firms on global, regional and local levels, the response of firms and scholars alike to such changes has been slower, especially in the area of IHRM. The HR function in organizations could play a vital role in understanding, managing and leveraging the benefits of global teams to ensure that they contribute positively to the performance of firms, organizational units, and people. We demonstrate that there is still a disconnect in this respect and we highlight several areas in which the increasing use of global teams may challenge our conventional understanding of IHRM issues, and at the same time offer solutions for improvement in international organizations. The selected articles in this special issue provide both theoretical and practitioner implications by highlighting the need to explore the relationship between global teams and IHRM more generally and fully, as well as the need for HR practitioners and IHRM scholars to focus more on the 'human' and less on the 'resources' aspect. We trust that readers of this issue will agree that the articles all offer novel insights into key issues that open new avenues for further research in this nascent yet promising area.

Menadžment U Sektoru Informacionih Tehnologija U Srbiji – Specifičnosti I Preporuke

“…(Audra I. Mockaitis, 2018) -Relocation may negatively impact the DC if LDC starts to use transferred knowledge and skills to initiate its own production and compete with the GTC. Samsung vs. Apple would be a good example of patent infringement -The best students from the top-ranked universities in DCs tend to work in a sensitive sector, most likely drawn by higher salaries.…”

Leaders of Global Virtual Teams:Implications for the Identification and Training of Successful E-leaders

“…GVTs have the potential to provide organizations with a powerful tool to be more flexible in keeping up with rapid changes in the business environment (Mockaitis, Zander & De Cieri, 2018). A recent survey of 1,620 business respondents from 90 countries found that 89% worked on at least one virtual team and 62% stated they work on a team with three or more cultures (RW3 CultureWizard, 2016).…”

“…A recent survey of 1,620 business respondents from 90 countries found that 89% worked on at least one virtual team and 62% stated they work on a team with three or more cultures (RW3 CultureWizard, 2016). While virtual teams assist in creating a positive climate of diversity, they also present their own predicaments in regards to how to effectively lead a team that is culturally diverse and works in various times zones (Mockaitis et al, 2018).…”

“…GVTs can be used as an organizational resource, they can increase the exchange of information and knowledge and develop ties through the interaction of team members (Mockaitis et al, 2018). Team members share global business knowledge such as respective trade markets, organizational practices, bureaucratic processes at each location, and this knowledge can then be disseminated to different business locations (Mockaitis et al, 2018). Leaders that are well adapted to working with face-to-face (F2F) teams may not be able to translate these skills in a virtual setting.…”

“…GVTs offer an opportunity for organizations, they give exclusive access to the local needs and leverage of cultural diversity, but in order to gain these advantages, their global teams need to be effective (Mockaitis et al, 2018). The 2016 virtual teams survey report brought to light how dire the need is for better cultural intelligence (CQ) for team efficacy.…”