Enablers of Virtual Communication and Collaboration in Global R & D Teams

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Enablers of Virtual Communication and Collaboration in Global R & D Teams

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dc.contributor.author Søderberg, Anne-Marie
dc.date.accessioned 2012-11-14
dc.date.accessioned 2012-11-14T14:31:48Z
dc.date.available 2012-11-14T14:31:48Z
dc.date.issued 2012-11-14
dc.identifier.uri http://hdl.handle.net/10398/8566
dc.description.abstract Previous research tends to overemphasize frictions, cultural clashes and communication breakdowns in virtual teams. The author aims at exploring positive aspects of cross-cultural collaboration and identifying some of the conditions underlying trust-building, employee motivation and team effectiveness. Whereas much research on virtual teams has taken its point of departure in Western MNCs and primarily addressed headquarter concerns, this case study of a Danish MNC´s Indian R & D site gives voice to Indian managers and employees and explores through semi-structured interviews and observations how they perceive communication and collaboration within multinational and multicultural R & D teams, and how they try to find common ground. Based on the interviews accounts, there are several enablers of virtual team collaboration: advanced information and communication technology facilitated virtual communication, and high English-language proficiency among the engineers at different R & D sites made dialogue and knowledge exchange feasible. Moreover, team members shared a strong professional identity as engineers and technicians, and they displayed a strong identification with the MNC, a world leader in the wind power industry. Perceived national differences in leadership and communication style played a minor role, maybe because the majority of Indian managers and employees had previous experience working in other Western MNCs. Some of the Indian managers and employees were even able to act as boundary-spanners between headquarters and the Indian R&D site due to their study and work experiences in other business environments. Culture courses that introduced the Danish and Indian team members to a North European communication and management style, and to an Indian respectively, were introduced on the initiative of the Danish managing director, who - in contrast to the HR department - recognized the importance of facilitating the virtual teamwork through cultural awareness training. Suggestions for further cultural learning processes are given. en_US
dc.format.extent 25 en_US
dc.language eng en_US
dc.subject.other Virtual teams en_US
dc.subject.other Global R & D collaboration en_US
dc.subject.other Boundary-spanners en_US
dc.subject.other Cultural awareness and sensitivity en_US
dc.subject.other Lack of HR support en_US
dc.title Enablers of Virtual Communication and Collaboration in Global R & D Teams en_US
dc.type cp en_US
dc.accessionstatus modt12nov14 lbjl en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Institut for Interkulturel Kommunikation og Ledelse en_US
dc.contributor.departmentshort IKL en_US
dc.contributor.departmentuk Department of Intercultural Communication and Management en_US
dc.contributor.departmentukshort ICM en_US
dc.description.notes Peer reviewed paper accepted for the 12th IHRM conference, 10-13 December 2012 en_US
dc.publisher.city Frederiksberg en_US
dc.publisher.year 2012 en_US
dc.title.subtitle A Qualitative Case Study en_US


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