Culture Matters

<p>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. </p> <p><strong>GLOBAL VIRTUAL TEAMS.</strong> Anywhere, Anytime and with Anyone--Virtual Work Place. What is Global Virtual Teams? Characteristics and Element of Global Virtual Teams. <strong>CULTURE AND ITS MEANING. </strong>Cultural Definition and Distinctive Layers of Culture. Edward Hall: High Context vs. Low Context Intercultural Communication. Fons-Trompenaars: Seven Cultural Dimensions. <strong>DECISION MAKING PROCESS and ACTIVITIES. </strong>Problem Identification. Proposal Making. Responses and Deliberation. Solution. <strong>CULTURAL INFLUENCE ON DECISION MAKING. </strong>Specific vs. Neutral Communication Styles. Time Rigidness vs. Time Flexibility. Individualism vs. Communitarianism. Task vs. Relationship Oriented. <strong>STRATEGIES AND COMPETENCIES FOR MANAGING GLOBAL VIRTUAL TEAMS. </strong>What Managers Should Know about Working Together at a Distance. Why Need Cross-Cultural Competencies for Global Leaders. How to Manage GVTs--Do’s and Don’ts for Culture and Decision Making. <strong>IN A NUTSHELL.</strong> Cultural Matters! Globally Distributed Collaboration.</p>