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E-grāmata: Culture Matters: Decision-Making in Global Virtual Teams

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  • Formāts: 252 pages
  • Izdošanas datums: 25-Nov-2016
  • Izdevniecība: CRC Press Inc
  • Valoda: eng
  • ISBN-13: 9781482240184
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Culture Matters: Decision-Making in Global Virtual TeamsPalielināt
  • Formāts: 252 pages
  • Izdošanas datums: 25-Nov-2016
  • Izdevniecība: CRC Press Inc
  • Valoda: eng
  • ISBN-13: 9781482240184
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This book examines cultural influences on global virtual team decision making as teams collaborate through email, and whether different cultural orientations foster different communication styles and impact decision-making processes. It addresses the prevalence of the virtual workplace in contemporary organizations, the definition of a global virtual team, and its characteristics and elements; the concept of culture, with discussion of the theories of Edward Hall, Fons Trompenaars, and Charles Hampden-Turner; the decision-making process, including a model that integrates John Kingdon and Nancy Adler's decision-making models for the environment of global virtual teams; specific cultural elements like individualism vs. communitarianism, task-oriented vs. relationship-oriented, and intercultural communication styles; and implications for corporations in managing teams and leadership. Annotation ©2017 Ringgold, Inc., Portland, OR (protoview.com)

Global virtual teams (GVTs) have evolved as a common work structure in multinational corporations due to their efficiency and cost-effectiveness. The cultural differences can produce great benefits in terms of perspective, creativity, and innovation, but can also exacerbate interpersonal tensions, miscommunications, and clashing decision-making behaviors. This book outlines cultural competencies specific to GVTs and sheds light on management strategies for creating an optimal inter-cultural GVT environment. It covers theory, decision making strategies, and activities for cultural competence and problem resolution, all told through vignettes and lessons-learned.

Foreword ix
Preface xiii
Acknowledgments xix
About the Author xxi
SECTION I GLOBAL VIRTUAL TEAM
1 Anywhere, Anytime, and with Anyone---Virtual Workplace
3(8)
Introduction
3(5)
References
8(3)
2 What Is a Global Virtual Team?
11(8)
Introduction
11(5)
References
16(3)
3 Characteristics and Elements of Global Virtual Teams
19(10)
Introduction
19(2)
Culturally Distinctive, Culturally Synergistic
21(1)
Working Together, Working at a Distance
22(1)
Technology Dependent, Technology Savvy
22(1)
Different Times, Different Urgency
23(3)
References
26(3)
SECTION II CULTURE AND ITS MEANING
4 Overview of Culture and Cultural Values
29(8)
Introduction
29(4)
Cultural Characteristics
33(2)
Artifacts, Products, and Symbols
33(1)
Norms and Values
34(1)
Basic Assumptions
34(1)
References
35(2)
5 Edward Hall: High-Context versus Low-Context Intercultural Communication
37(8)
Introduction
37(6)
References
43(2)
6 Fons Trompenaars and Charles Hampden-Turner: Seven Cultural Dimensions: A Mirror Image of Problem-Solving in the workplace
45(14)
Introduction
45(4)
People Orientation (P)
49(2)
Environment Orientation (E)
51(2)
Time Orientation (T)
53(2)
Conclusion
55(1)
References
56(3)
SECTION III DISTRIBUTED DECISION-MAKING PROCESSES AND ACTIVITIES
7 Overview of Distributed Decision-Making Process
59(24)
Introduction
59(6)
Theoretical Models of Decision-Making Process
65(6)
Active Months of Participation
71(2)
Distribution of Active Participants
73(4)
Distribution of Less Active Participants
77(4)
References
81(2)
8 Problem Identification
83(22)
Civil Society's Contributions in the Decision-Making Processes
83(8)
Problem Identification Process
91(6)
Problem Identification Behaviors
97(6)
Reference
103(2)
9 Proposal Making
105(18)
Introduction
105(3)
Proposal-Making Behaviors
108(13)
References
121(2)
10 Solution
123(12)
Introduction
123(4)
Solution Behaviors
127(4)
References
131(4)
SECTION IV CULTURAL INFLUENCES ON DISTRIBUTED DECISION MAKING
11 Online Communicative Behaviors Based on Cultural Variations
135(10)
Introduction
135(6)
High-Context Cultural Orientation
141(1)
Low-Context Cultural Orientation
142(1)
Reference
143(2)
12 Intercultural Communication Styles
145(12)
Introduction
145(1)
Intercultural Communication Style: Indirect versus Direct
146(4)
Intercultural Communication Style: Ambiguous versus Detailed
150(5)
References
155(2)
13 Cultural Values
157(16)
Introduction
157(1)
Individualism versus Collectivism
158(5)
Task Oriented versus Relationship Oriented
163(7)
References
170(3)
SECTION V STRATEGIES AND COMPETENCIES FOR MANAGING GLOBAL VIRTUAL TEAMS
14 What Global Leaders Should Know about Managing "Working Together at a Distance"
173(12)
Introduction
173(4)
Cultural Adjustments
177(4)
Are You Experiencing Virtual Cultural Shock?
181(2)
References
183(2)
15 Why GVT Leaders Need Intercultural Competencies
185(16)
Intercultural Competency Is Indispensable to Global Virtual Teams
185(1)
What Is Intercultural Competency?
186(3)
CAB Intercultural Competency Framework
189(10)
Cognitive Aspect
192(2)
Affective Aspect
194(1)
Behavioral Aspect
195(4)
References
199(2)
16 How to Manage GVTs---Dos and Don'ts for Culture and Decision Making for Global Leaders
201(14)
Introduction
201(1)
Managing Distributed Decision Making in a GVT
202(2)
The Dos and Don'ts of Cultural Orientation for GVT Leaders
204(7)
In a Nutshell
211(3)
References
214(1)
17 Culture Counts! "It Is Not What You Said, But How You Said It!"
215(6)
Index 221
Dr. Norhayati Zakaria is an Associate Professor at Faculty of Business and Management at University of Wollongong in Dubai. Dr. Zakaria earned her Ph.D. in Information Science and Technology and MPhil. of Information Transfer, both at Syracuse University and MSc. Management at Rensselaer Polytechnic Institute, Troy. Her research expertise combines several interdisciplinary fields, including cross-cultural management, international business, and computer-mediated communication technology. For more than a decade, Dr. Zakaria has established international research collaborations with global scholars from the United States, Japan, and Canada. As a principal investigator, she has obtained international research grants from the Asian Office of Aerospace Research & Development (AOARD). From 2006 till now, she serves as a Senior Research Faculty Associate at the Center for Research on Collaboratories and Technology Enhanced Learning Communities (COTELCO) under American University where she led projects using global virtual teams. All her research works are built on qualitative research method in which she believes provide illuminating results with deep insights and rich descriptions of culturally-attuned phenomenon at workplace face-to-face or virtually. Since she has been trained in the Western educational system, actively engaged in international research collaborations, and has experiences in teaching at the Middle Eastern region, she has developed eminent cross-cultural competencies with vast global experiences.
Biežāk uzdotie jautājumi par e-grāmatām Biežāk uzdotie jautājumi par e-grāmatām
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