Intercultural competence as a succes factor of virtual multicultural teams : a case study on the team effectiveness of global HR teams

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dc.contributor.author Zimmermann, Kristin
dc.date.accessioned 2010-08-16T12:48:32Z
dc.date.available 2010-08-16T12:48:32Z
dc.date.issued 2010
dc.identifier.uri http://urn.fi/URN:NBN:fi:jyu-201008162469 en
dc.identifier.uri http://hdl.handle.net/123456789/24874
dc.description.abstract This study’s main objective is to construct a model of intercultural competence for global virtual teams in order to investigate the influence of intercultural competence on multicultural virtual team effectiveness. This objective was investigated in two ways: Firstly, by reviewing existing models and concepts with the goal of listing contents of intercultural competence that improve the virtual multicultural team effectiveness sustainably. The findings in this section have been that all team members need to have a certain degree of intercultural competence. Intercultural competence is a set of skills, attitudes and knowledge which is developed gradually by experience and will never be complete. In virtual multicultural teams communication via technological channels are relevant as well as the degree of virtuality, i.e. in geography, time and culture. In the empirical part of this study, the goal was to investigate which contents of intercultural competence are of particular importance for the virtual multicultural teamwork in Human Resources in this study’s case. For this, ten interviews were conducted with employees in the field of Human Resources of the international IT company Tieto Oyj. In the qualitative content analysis according to Mayring it was found that soft factors such as motivation, awareness, open-mindedness, trust, cohesion and commitment are of higher value than hard factors, i.e. cultural knowledge. Connecting intercultural competence to virtual multicultural team effectiveness sustainably, a positive gradual correlation has been found. Intercultural competence forms the internal team processes, such as communication, conflict management, cohesion, clarity of roles and goals. By forming a team culture altogether a healthy team climate (trust, cohesion, motivation) is reached which posivitely influences satisfaction and performance, i.e. team effectiveness.
dc.format.extent 118 s.
dc.language.iso eng
dc.rights This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited. en
dc.rights Julkaisu on tekijänoikeussäännösten alainen. Teosta voi lukea ja tulostaa henkilökohtaista käyttöä varten. Käyttö kaupallisiin tarkoituksiin on kielletty. fi
dc.subject.other intercultural competence
dc.subject.other Intercultural Competence
dc.subject.other team effectiveness
dc.subject.other Team Effectiveness
dc.subject.other Virtual Multicultural Teams
dc.subject.other virtual multicultural teams
dc.title Intercultural competence as a succes factor of virtual multicultural teams : a case study on the team effectiveness of global HR teams
dc.type Book en
dc.identifier.urn URN:NBN:fi:jyu-201008162469
dc.subject.ysa tiimit
dc.subject.ysa monikulttuurisuus
dc.subject.ysa sähköinen viestintä
dc.subject.ysa virtuaalisuus
dc.type.dcmitype Text en
dc.type.ontasot Pro gradu fi
dc.type.ontasot Master’s thesis en
dc.contributor.tiedekunta Humanistinen tiedekunta fi
dc.contributor.tiedekunta Faculty of Humanities en
dc.contributor.laitos Viestintätieteiden laitos fi
dc.contributor.laitos Department of Communication en
dc.contributor.yliopisto University of Jyväskylä en
dc.contributor.yliopisto Jyväskylän yliopisto fi
dc.contributor.oppiaine Master's Degree Programme in Intercultural Communication en
dc.contributor.oppiaine Intercultural Communication (maisteriohjelma) fi

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