Lateral hierarchy: The case of cross-cultural management teams
How are concepts such as lateral hierarchy actually practised? There is growing awareness of the need within multinational organizations for cross-cultural and cross-functional teamwork yet very little is known of how this takes place nor how we develop the global manager. This article examines the decision-making processes within a horizontal collaboration and the role of the global manager in making these work. It also argues for a greater degree of research into the likely consequences of the movement towards cross-cultural collaboration.
Year of publication: |
1996
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Authors: | McCalman, James |
Published in: |
European Management Journal. - Elsevier, ISSN 0263-2373. - Vol. 14.1996, 5, p. 509-517
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Publisher: |
Elsevier |
Saved in:
Online Resource
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