Working with global teams
Abstract
Management challenge So far we have considered four multicultural competencies designed to improve global management techniques: communication, negotiation, leadership, and managing a global workforce. We now come to the fifth competence: working with global teams. If one-on-one relationships can be complicated, imagine how much more difficult it can be to create or work in a cohesive, collaborative work team consisting of multiple individuals from around the world. The challenges here include understanding the strengths and weaknesses of various types of work teams, knowing how to build and then lead a global team, and understanding how to build trust among team members. Clearly, this is no easy task, but in today’s highly competitive environment managers have little choice but to learn how to get the best out of the people around them. Chapter outline ▪ Global teams page 334 ▪ Virtual global teams 339 ▪ Managing tasks and team processes 345 ▪ Key success factors in global teams 348 ▪ Team-building strategies 350 ▪ Manager’s notebook: Working with global teams 356 ▪ Summary points 360 Applications 10.1 Working together, working apart 336 10.2 Distributed teams at Dow Chemical 345 10.3 Global R&D teams 347 10.4 Global teams at Nokia 350 10.5 Developing collaborative skills at Accenture 352 Getting Americans and Japanese to work together is like mixing hamburger with sushi. Atsushi Kagayama Former vice president, Panasonic Corporation, Japan When we sit together as Germans, Sw…
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The efficiency-dominant orientation implicitly treats digital platforms as neutral technological instruments rather than as socially consequential environments.
“This efficiency-dominant orientation implicitly treats digital platforms as neutral technological instruments rather than as socially consequential environments (Steers et al., 2013)”
From The impact of digital collaboration tools on inclusive leadership in multicultural teams in the context of global remote work: a psychological perspective on empathy, cohesion, and cross cultural communication (2026) · cites this paper as Steers et al., 2013
Studies on multicultural teams often prioritize macro-level processes such as cultural adaptation or value alignment while devoting little attention to how cohesion is constructed through everyday interaction and emotional experience within digital collaboration platforms.
“studies on multicultural teams often prioritize macro-level processes such as cultural adaptation or value alignment while devoting relatively little attention to how cohesion is constructed through everyday interaction and emotional experience within digital collaboration platforms (Steers et al., 2013)”
From The impact of digital collaboration tools on inclusive leadership in multicultural teams in the context of global remote work: a psychological perspective on empathy, cohesion, and cross cultural communication (2026) · cites this paper as Steers et al., 2013
Technological factors are still predominantly treated as external enablers of collaboration rather than as integral components embedded within leadership and relational processes.
“technological factors are still predominantly treated as external enablers of collaboration rather than as integral components embedded within leadership and relational processes (Steers et al., 2013)”
From The impact of digital collaboration tools on inclusive leadership in multicultural teams in the context of global remote work: a psychological perspective on empathy, cohesion, and cross cultural communication (2026) · cites this paper as Steers et al., 2013
Cited by
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Yang, X., & Wang, Y. (2026) · Frontiers in Psychology · doi:10.3389/fpsyg.2026.1738857 · Cited by 4 · see citing works
- Authors
- Steers, R. M., Nardon, L., & Sanchez-Runde, C. J.
- Affiliations
- University of Oregon (US)
- Carleton University (CA)
- Venue
- Management Across Cultures
- Publisher
- Cambridge University Press
- Published
- 2013-02-05
- Pages
- 331-362
- OpenAlex
- W2235300110
- Cited by
- 0
- References
- 0
- FWCI
- 0.00
- Type
- book chapter
- Language
- en
- Open access
- closed
- Locations
- Cambridge University Press eBooks (publishedVersion)
- Topics
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Social Sciences › Anthropology › Global and Cross-Cultural Management
- Social Sciences › Communication › International Student and Expatriate Challenges
- Keywords
- global teams, multicultural competence, virtual teams, team building, trust building, team leadership, teamwork skills, cross-cultural collaboration, multicultural management
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