Different Culture

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Team Performance Management
Emerald Article: Overcoming the problems of cultural differences to establish success for international management teams
Malcolm Higgs

Article information:
To cite this document: Malcolm Higgs, (1996),"Overcoming the problems of cultural differences to establish success for international management teams", Team Performance Management, Vol. 2 Iss: 1 pp. 36 - 43 Permanent link to this document:

http://dx.doi.org/10.1108/13527599610105547
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Malcolm Higgs, (1996),"Overcoming the problems of cultural differences to establish success for international management teams", Team Performance Management, Vol. 2 Iss: 1 pp. 36 - 43
http://dx.doi.org/10.1108/13527599610105547
Malcolm Higgs, (1996),"Overcoming the problems of cultural differences to establish success for international management teams", Team Performance Management, Vol. 2 Iss: 1 pp. 36 - 43
http://dx.doi.org/10.1108/13527599610105547
Malcolm Higgs, (1996),"Overcoming the problems of cultural differences to establish success for international management teams", Team Performance Management, Vol. 2 Iss: 1 pp. 36 - 43
http://dx.doi.org/10.1108/13527599610105547

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Introduction

The “hot topics” for the latter part of the 1990s would seem to be globalization, teamworking and diversity. It is almost impossible to read a management book or article or attend a conference at which one or more of these topics is not raised.

This interest coincides with a growing belief that one of the major sources of potential competitive advantage for businesses is the effective management and development of people. For example, Sparrow et al.[1] reported on an analysis of a worldwide IBM study covering 2,000 organizations and pointed out that the dominant view from participants was that an organization’s people provide the only realistic basis for achieving a sustainable competitive advantage.

In a global context the management and development of people inevitably leads to considerations of diversity and related challenges. Bartlett and Goshal[2] discuss the challenges facing organizations which are intending to work effectively across borders. They identify the major challenges as being able to develop practices which balance global competitiveness, multinational flexibility and the building of a worldwide learning capability. They maintain that achieving this balance will require organizations to develop the cultural sensitivity...
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