Intercultural Learning in Global Teams

Zusammenfassung

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This study combines qualitative and quantitative data in order to answer the critical question, how is intercultural competence developed and spread in a multinational company (MNC)? This study suggests that the link between the existence of global teams and the performance of an international company is indirect: global teams help to develop intercultural competencies; they, in turn, contribute to performance. Intercultural interaction among the employees of a company, especially within global teams, provides the highest learning potential for intercultural competence. Long-time interaction, care and conflict characterize global teams. These characteristics permit learning to result from intercultural interaction. Intercultural interaction inside a company is possible only if cultural diversity exists. The results show that intercultural learning and the belief that cultural differences exist between nations are two different factors. The acquisition of intercultural competence in a MNC appears to be a process that is split up, for it is mostly based on individual learning.

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Auszug

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Intercultural Learning in Global Teams

Introduction

Intercultural competence fundamentally influences the performance of international companies in several significant ways. Management research considers intercultural competence as an important condition for the success of intercultural business relationships and performance in foreign markets, in the areas of expatriation (Black 1990, Clarke/Hammer 1995, Bilkey/Tesar 1977, Müller 1996, Reid 1980), customersupplier relationships (Bush et al. 2001, Usunier 1997), and efficient interaction within multinational companies (Ralston et al. 1995). Consequently, intercultural competence can be a strategic organizational competence for multinational companies (Eubel-Kasper 1997, Klimecki/Probst 1993, lies 1995, Saner et al. 2000): "the intercultural competence of individuals and organizations has a high economic impact which becomes obvious in a multitude of situations" (Gauthey 1998, p. 15).

Yet, while the importance of intercultural competence has been pointed out many times, its development and transmission within organizations has not been established clearly. Specific barriers to intercultural competence include several challenges. Recruitment of interculturally competent people is not always possible. Management training, based on conferences, seminars and readings (Peretti 1993, p. 172), and coaching (Barmeyer 2000) is considered too expensive or inefficient by many top managers. Furthermore, the focus on cultural differences and culturespecific problems can be dangerous, for it sometimes increases prejudices and reinforces a stereotyped world-view (Chevrier 2000, Gohard-Radenkovic 1998). Thus, managers find themselves in an "evident impossibility to act" (Bosche 1993, p. 265) concerning intercultural competence.

Research Question

This research aims to find a way beyond this dilemma: how can managers build intercultural competence, given their "evident impossibility to act"? Intuitively, literature on diversity in organizations and teams seems to be helpful here. In their review of 34 contributions to the impact of diversity in organizations, Milliken/Martins (1996) quote several studies that conclude that diverse teams consider more possible solutions for decision-making and cooperate more intensely under certain conditions. If negative aspects do not overwhelm these benefits, intercultural teams outperform homogeneous ones, a result that makes diversity a resource for companies (DiStefano/Maznevski 2000), and even a strategic resource for the construction of dynamic competencies (Van Maanen/Laurent 1993, Hamilton 2001). The value of culturally diverse personnel also may lead to the efficient management of diversity and to the establishment of particular cultural groups in a precise strategic context. Snow et al. (1996) conclude that transnational teams are at the heart of the globalization process and that every international company should build and encourage such teams. In general, "socialization," as it occurs in intercultural teams, has the capacity to transmit and create tacit knowledge (Nonaka 1994). This process might apply to intercultural competence.

Thus, the purpose of this research is to question the role of global teams and other mechanisms in acquiring and spreading intercultural competence in multinational companies (MNCs).

The results of this study show that global teams are the most important contributor in organizations to the development of intercul...

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