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Multinational teams

16 important questions on Multinational teams

What is the article of Connaughton & Shuffler (2007), regarding multinational and multicultural distributed teams about?

Teams that span multiple geographic, temporal, and cultural boundaries have become prevalent in many industries and sectors. This paper shows pros and cons of these multinational, multicultural (MNMC) distributed teams and the role of distribution and culture together and their effects on team processes and outcomes.

What has Connaughton & Shuffler (2007) concluded about distance IN MNMC?

Distance is no longer a unconquerable problem and by using MNMC distributed teams, these organizations believe they are able to better meet the needs of their consumers and enhance profit margins. Although the ability to use a wider resource base may be an advantage of MNMC distributed teams, these teams can present some challenges (50% fails to meet either strategic or operational objectives due to the inability to manage distribution workforce implementation risks; for instance delays in communication (days instead of hours)).

What are two critical aspects of team effectiveness according to Connaughton & Shuffler (2007)?

Distance and culture are perceived as two aspects critical to team effectiveness in a global context and thus worthy of scholarly inquiry; but also hard to manage effectively.
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Does distribution of MNMC teams  influence conflicts, according to Connaughton & Shuffler (2007)?


The way virtual team members manage conflict is crucial in their success and temporal coordination has some significant moderating effects on team performance. Distribution has not been found to influence task or affective conflict in these teams

Why has the article of Neeley (2015) been written, regarding how global teams should work?


THE PROBLEM When teams consist of people from different cultures working apart from one another in different locations, social distance—or a lack of emotional connection—can cause miscommunication, misunderstanding, and distrust.

THE SOLUTION The leaders of global teams can improve the workings of their groups by using the author’s SPLIT framework to identify and address five sources of social distance: structure, process, language, identity, and technology.

Explain the solution for the structure factor, one of the five sources of the SPLIT framework (article of Neeley (2015)

the structural factors determining social distance are the location and number of sites where team members are based and the number of employees who work at each site. The fundamental issue here is the perception.


To correct perceived power imbalances between
different groups, a leader needs to get three key messages across:
  1. Who we are
  2. What we do
  3. I am there for you

Explain the solution for process (and the importance of empathy), one of the five sources of the SPLIT framework (article of Neeley (2015)

It almost goes without saying that empathy helps reduce social distance. Because geographi- cally dispersed team members lack regular face time, they are less likely to have a sense of mutual understanding. The following solutions therefore arise:

  1. Feedback on routine interactions
  2. Unstructured time
  3. Disagree

Explain the solution for language, one of the five sources of the SPLIT framework (article of Neeley (2015)

Good communication among coworkers drives ef- fective knowledge sharing, decision making, coor- dination, and, ultimately, performance results.


Balance participation to ensure inclusion.
Getting commitments to good speaking behavior is the easy part; making the behavior happen will require active management. Global team leaders must keep track of who is and isn’t contributing and deliberately solicit participation from less fluent speakers.

Explain the solution for identity, one of the five sources of the SPLIT framework (article of Neeley (2015)

Global teams work most smoothly when mem- bers “get” where their colleagues are coming from. particular behaviors may signify different things depending on the individual’s identity. For example, someone in North America who looks you squarely in the eye may project confidence and honesty, but in other parts of the world, direct eye contact might be perceived as rude or threatening.


Learning from one another.
When adapting to a new cultural environment, a savvy leader will avoid making assumptions about what behaviors mean.

What is the overall conclusion of the article of Neeley (2015)?

To manage social distance effectively and maximize the talents and engagement of team members, leaders must stay attentive to all five of the SPLIT dimensions. Decisions about structure create opportunities for good process, which can mitigate difficulties caused by language differences and identity issues. If leaders act on these fronts, while marshaling technology to improve communication among geographically dispersed colleagues, social distance is sure to shrink, not expand.

What is the power distance, one of Hofstede's dimensions?





  • The extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally
  • ›A society with high power distance accepts hierarchies in which everyone has a place without the need for justification; a society with low power distance seeks to have equal distribution of power

What is the individualism, one of Hofstede's dimensions?





  • ›The degree to which individuals are integrated into groups
  • ›A society with high individualism emphasizes personal achievements and individual rights; a society with low individualism emphasizes individuals as members of a lifelong and cohesive group or organization

What is uncertainty avoidance, one of Hofstede's dimensions?





  • ›The extent to which members of a society attempt to cope with anxiety by minimizing uncertainty
  • ›A society with high uncertainty avoidance minimizes the occurrence of unknown and unusual circumstances and to proceed with careful changes; a society with low uncertainty avoidance accepts unstructured situations or changeable environments

What is masculinity, one of Hofstede's dimensions?





  • ›The distribution of emotional roles between genders
  • ›A society with high masculinity emphasizes competitiveness, materialism, ambition and power; a society with low masculinity emphasizes relationships, support and quality of life

What is long-term orientation, an added fifth dimension of Hostede's dimensions.





  •    Also called “Confucian dynamism”: time horizon
  • ›A society with high long-term orientation attaches more importance to the future; a society with low long-term orientation values more the past and the present

Look at the picture for the different market entries.






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The question on the page originate from the summary of the following study material:

Innovation Management in Multinationals

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