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The challenges of managing culturally diverse and globally dispersed teams are examined in this field study of technology-intensive product developments. The findings provide insight into the business processes, organizational conditions and managerial leadership style most conducive to high project performance in these environments. The paper also suggests a framework for assessing leadership effectiveness, and recommendations for building high-performance multinational project teams.
Managing culturally diverse teams effectively is crucial to project success in today’s globally connected business world. Pressures for working quicker, cheaper and smarter have increasingly led to searches for the best and most fitting resources across the globe (Sherma, 2000; Stringer, 2000). With this paradigm shift, criteria for business success are also changing. Advances in technology, especially computers and IT, enable companies to network their businesses across wide geographic areas, taking advantage of the best fitting resources anywhere in the world.
These economic networks have altered the competitive landscape, fundamentally changing and continuously redefining the rules for success. Especially in the area of product development, few companies can accomplish all of their design and development work in-house. They try to leverage their resources and accelerate their schedules by forming alliances, consortia and partnerships with other firms, universities and government agencies, that range from simple cooperative agreements to “open innovation,”a concept of scouting for new product and service ideas, anywhere in the world.
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