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Intercultural learning in global teams

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  • Anne Bartel-Radic

    (Université de Savoie)

Abstract

Abstract and Key Results This case study research combines equalitative and quantitative data in order to answer the critical question, how is intercultural competence developed and spread in a multinational company? 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.

Suggested Citation

  • Anne Bartel-Radic, 2006. "Intercultural learning in global teams," Management International Review, Springer, vol. 46(6), pages 647-678, December.
    • Handle: RePEc:spr:manint:v:46:y:2006:i:6:d:10.1007_s11575-006-0121-7
    DOI: 10.1007/s11575-006-0121-7
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    References listed on IDEAS

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    Cited by:

    1. Anne Bartel-Radic & Fabienne Munch, 2023. "Cross-cultural boundary spanning activities in a global team," Post-Print halshs-04148890, HAL.
    2. Barmeyer, Christoph & Davoine, Eric, 2019. "Facilitating intercultural negotiated practices in joint ventures: The case of a French–German railway organization," International Business Review, Elsevier, vol. 28(1), pages 1-11.
    3. Malgorzata Rozkwitalska, 2016. "Thriving in Intercultural Interactions as an Antecedent of Organizational Creativity and Innovation (Prosperowanie w interakcjach miedzykulturowych jako poprzednik organizacyjnej kreatywnosci i innowa," Problemy Zarzadzania, University of Warsaw, Faculty of Management, vol. 14(61), pages 142-155.
    4. Szymon Kaczmarek & Winfried Ruigrok, 2013. "In at the Deep End of Firm Internationalization," Management International Review, Springer, vol. 53(4), pages 513-534, August.
    5. Dirk Holtbrügge & Alex T. Mohr, 2011. "Subsidiary Interdependencies and International Human Resource Management Practices in German MNCs," Management International Review, Springer, vol. 51(1), pages 93-115, February.
    6. A. Bartel-Radic & J.C Moos & S. Long, 2015. "Cross-cultural management learning through innovative pedagogy: an exploratory study of globally distributed student teams," Post-Print halshs-01321719, HAL.

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