Towards a model of international research teams

Many, if not most, academic researchers interested in international business have worked on teams made up of individuals from many different countries. Ironically, there has been little research attempting to explain the unique dynamic of such teams and their advantages and disadvantages. The goal of this paper is to develop a model of international academic research teams with an aim towards understanding how they can be managed more effectively. We highlight some of the important variables that affect team functioning and discuss their relationships with both antecedents and outcomes. Specific propositions are developed and their implications are discussed.

[1]  S. Kerr.  On the folly of rewarding A, while hoping for B. , 1975 .

[2]  G. Hofstede,et al.  Cultures and Organizations: Software of the Mind , 1991 .

[3]  Robert J. Pearce,et al.  TOWARD UNDERSTANDING JOINT VENTURE PERFORMANCE AND SURVIVAL: A BARGAINING AND INFLUENCE APPROACH TO TRANSACTION COST THEORY , 1997 .

[4]  K. Jehn.  A Multimethod Examination of the Benefits and Detriments of Intragroup Conflict , 1995 .

[5]  J. McGrath.  Groups: Interaction and Performance , 1984 .

[6]  S. Cross,et al.  Models of the self: self-construals and gender. , 1997, Psychological bulletin.

[7]  P. Goodman.  Designing effective work groups , 1999 .

[8]  T. M. Amabile.  The social psychology of creativity , 1984 .

[9]  P. Goodman.  Groups That Work (and Those That Don't)Groups That Work (and Those That Don't) by Hackman Richard. San Francisco: Jossey-Bass, 1991, 512 pp. , 1992 .

[10]  T. Tyler,et al.  Intrinsic versus Community-Based Justice Models: When Does Group Membership Matter?. , 1990 .

[11]  Jone L. Pearce,et al.  GUANXI: GOOD CONNECTIONS AS SUBSTITUTES FOR INSTITUTIONAL SUPPORT. , 1994 .

[12]  B. Bass.  Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications, 3rd ed. , 1990 .

[13]  Mark C. Butler,et al.  Toward a Theory of Comparative Management Research: An Idiographic Case Study of The Best International Human Resources Management Project , 1995 .

[14]  Anne S. Tsui,et al.  Where Guanxi Matters , 1997 .

[15]  The Perspectives of Local Partners: Strategic Objectives and Structure Preferences of International Cooperative Ventures in China , 1997 .

[16]  A. Laurent.  The Cultural Diversity of Western Conceptions of Management , 1983 .

[17]  Theresa S. Cho,et al.  The Influence of Top Management Team Heterogeneity on Firms' Competitive Moves , 1996 .

[18]  Richard M. Steers,et al.  Cross-Cultural Management Research , 1992 .

[19]  A. Tsui,et al.  Being different: Relational demography and organizational attachment. , 1991 .

[20]  D. L. Gladstein.  Groups in context: A model of task group effectiveness. , 1984 .

[21]  N. Adler.  International Dimensions of Organizational Behavior , 1986 .

[22]  K. Jehn.  A qualitative analysis of conflict types and dimensions in , 1997 .

[23]  Susan E. Cross,et al.  Elaboration of Models of the Self: Reply to Baumeister and Sommer (1997) and Martin and Ruble (1997) , 1997 .

[24]  Y. Aharoni.  Cultures and Organizations: Software of the Mind , 1992 .

[25]  Barry O'Neill,et al.  The Group problem solving process : studies of a valence model , 1982 .

[26]  Paul S. Goodman,et al.  Designing Effective Work Groups. , 1988 .

[27]  James D. Thompson.  Organizations in Action , 1967 .

[28]  M. Bazerman,et al.  Cognition and Rationality in Negotiation , 1991 .

[29]  J. Pearce,et al.  Guanxi: Connections As Substitutes for Formal Institutional Support , 1996 .

[30]  C. C. Snow,et al.  Use transnational teams to globalize your company , 1996 .