Author
Abstract
Purpose: The aim of the study was to assess the influence of cultural diversity on team conflict and performance in multinational corporations in Sudan. Materials and Methods: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Cultural diversity within teams can lead to both positive and negative outcomes. On one hand, diversity can enhance creativity, innovation, and problem-solving abilities, as team members bring varied perspectives and ideas. This diversity of thought is particularly beneficial in dynamic and complex environments where multifaceted solutions are required. On the other hand, cultural differences can also result in misunderstandings, communication barriers, and conflicts, which can negatively impact team cohesion and performance. Effective management of culturally diverse teams involves fostering an inclusive environment where differences are respected and leveraged. This includes implementing strategies for effective communication, conflict resolution, and leadership that is sensitive to cultural nuances. Training and development programs aimed at enhancing cultural competence among team members are also crucial. Implications to Theory, Practice and Policy: Social identity theory, Hofstede's cultural dimensions' theory and conflict management theory may be used to anchor future studies on assessing the influence of cultural diversity on team conflict and performance in multinational corporations in Sudan. Multinational corporations should invest in cross-cultural training programs for employees at all levels. Organizations should develop and implement diversity policies that promote inclusivity and diversity within teams.
Suggested Citation
Download full text from publisher
Corrections
All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:bfy:ojejcm:v:4:y:2024:i:1:p:35-46:id:2082. See general information about how to correct material in RePEc.
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
We have no bibliographic references for this item. You can help adding them by using this form .
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Chief Editor (email available below). General contact details of provider: https://ajpojournals.org/journals/index.php/EJCM/ .
Please note that corrections may take a couple of weeks to filter through
the various RePEc services.