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dc.contributor.authorZimmermann, Kristin
dc.date.accessioned2010-08-16T12:48:32Z
dc.date.available2010-08-16T12:48:32Z
dc.date.issued2010
dc.identifier.otheroai:jykdok.linneanet.fi:1134437
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/24874
dc.description.abstractThis 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.extent118 sivua
dc.language.isoeng
dc.rightsThis publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.en
dc.rightsJulkaisu on tekijänoikeussäännösten alainen. Teosta voi lukea ja tulostaa henkilökohtaista käyttöä varten. Käyttö kaupallisiin tarkoituksiin on kielletty.fi
dc.subject.otherintercultural competence
dc.subject.otherteam effectiveness
dc.subject.othervirtual multicultural teams
dc.titleIntercultural competence as a succes factor of virtual multicultural teams : a case study on the team effectiveness of global HR teams
dc.typeBooken
dc.identifier.urnURN:NBN:fi:jyu-201008162469
dc.type.dcmitypeTexten
dc.type.ontasotPro gradufi
dc.type.ontasotMaster’s thesisen
dc.contributor.tiedekuntaHumanistinen tiedekuntafi
dc.contributor.tiedekuntaFaculty of Humanitiesen
dc.contributor.laitosViestintätieteiden laitosfi
dc.contributor.laitosDepartment of Communicationen
dc.contributor.yliopistoUniversity of Jyväskyläen
dc.contributor.yliopistoJyväskylän yliopistofi
dc.contributor.oppiaineIntercultural Communication (maisteriohjelma)fi
dc.contributor.oppiaineMaster's Degree Programme in Intercultural Communicationen
dc.rights.accesslevelopenAccessfi
dc.contributor.oppiainekoodi3134
dc.subject.ysotiimit
dc.subject.ysomonikulttuurisuus
dc.subject.ysosähköinen viestintä
dc.subject.ysovirtuaalisuus


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