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Getting along long distance: understanding conflict in a multinational team through network analysis

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  • Joshi, Aparna
  • Labianca, Giuseppe
  • Caligiuri, Paula M.

Abstract

Multinational companies (MNCs) create international teams to pool global talent and meet organizational goals. But the many differences among team members are fertile ground for conflict. While traditional conflict management techniques gather all team members together to resolve or minimize conflicts, geographic dispersion greatly increases the time, money, and disruption to daily workflow activities necessary to bring multinational teams together. We use a social network perspective to identify and prioritize conflicts to increase team effectiveness, allowing management to focus on the most critical conflicts first. Further, we show that the most critical conflict might not be between headquarters and country subsidiaries, but between two country subsidiaries.

Suggested Citation

  • Joshi, Aparna & Labianca, Giuseppe & Caligiuri, Paula M., 2002. "Getting along long distance: understanding conflict in a multinational team through network analysis," Journal of World Business, Elsevier, vol. 37(4), pages 277-284, January.
    • Handle: RePEc:eee:worbus:v:37:y:2002:i:4:p:277-284
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    References listed on IDEAS

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    1. Geert Hofstede, 1983. "The Cultural Relativity of Organizational Practices and Theories," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 14(2), pages 75-89, June.
    2. Chan, Chi-fai & Holbert, Neil Bruce, 2001. "Marketing home and away: perceptions of managers in headquarters and subsidiaries," Journal of World Business, Elsevier, vol. 36(2), pages 205-221, July.
    3. Stroh, Linda K. & Caligiuri, Paula M., 1998. "Increasing global competitiveness through effective people management," Journal of World Business, Elsevier, vol. 33(1), pages 1-16.
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    Cited by:

    1. Shad Morris & Scott Snell & Ingmar Björkman, 2016. "An architectural framework for global talent management," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 47(6), pages 723-747, August.
    2. Dörrenbächer, Christoph & Gammelgaard, Jens, 2010. "Multinational corporations, inter-organizational networks and subsidiary charter removals," Journal of World Business, Elsevier, vol. 45(3), pages 206-216, July.
    3. Hendriks, Guus, 2020. "How the spatial dispersion and size of country networks shape the geographic distance that firms add during international expansion," International Business Review, Elsevier, vol. 29(6).
    4. Evangelos Ioannidis & Nikos Varsakelis & Ioannis Antoniou, 2020. "Promoters versus Adversaries of Change: Agent-Based Modeling of Organizational Conflict in Co-Evolving Networks," Mathematics, MDPI, vol. 8(12), pages 1-25, December.
    5. Gabor Bekes & Gianmarco I. P. Ottaviano, 2022. "Cultural homophily and collaboration in superstar teams," CEP Discussion Papers dp1873, Centre for Economic Performance, LSE.
    6. Lisa Calvano, 2008. "Multinational Corporations and Local Communities: A Critical Analysis of Conflict," Journal of Business Ethics, Springer, vol. 82(4), pages 793-805, November.
    7. Yamin, Mohammad & Forsgren, Mats, 2006. "Hymer's analysis of the multinational organization: Power retention and the demise of the federative MNE," International Business Review, Elsevier, vol. 15(2), pages 166-179, April.
    8. Kostova, Tatiana & Marano, Valentina & Tallman, Stephen, 2016. "Headquarters–subsidiary relationships in MNCs: Fifty years of evolving research," Journal of World Business, Elsevier, vol. 51(1), pages 176-184.
    9. Mense-Petermann, Ursula, 2006. "Micro-political or inter-cultural conflicts? - An integrating approach," Journal of International Management, Elsevier, vol. 12(3), pages 302-317, September.
    10. Gokhan Ertug & Martin Gargiulo & Charles Galunic & Tengjian Zou, 2018. "Homophily and Individual Performance," Organization Science, INFORMS, vol. 29(5), pages 912-930, October.

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