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Leadership lessons form managing multinational project teams

Asgary, Nader; Thamhain, Hans J. - In: International journal of innovation and technology … 13 (2016) 2, pp. 1-17

Persistent link: https://www.econbiz.de/10011563252

Does cultural diversity matter for team performance in multinational companies? : an analysis of conflict, communication, social integraion, creativity and satisfaction

Obsuwan, Sornsawan; Chandrashekar, Deepak; Kraus, Sascha; … - In: International journal of innovation management 25 (2021) 7, pp. 2150081-1-2150081-40

Persistent link: https://www.econbiz.de/10012704578

An employee-focused human resource management perspective for the management of global virtual teams

Adamovic, Mladen - In: The international journal of human resource management 29 (2018) 14, pp. 2159-2187

Persistent link: https://www.econbiz.de/10011950718

Cultural dialectics in international teamwork dynamics

Levitt, Steven R. - In: International journal of business communication : IJBC … 56 (2019) 3, pp. 326-348

Persistent link: https://www.econbiz.de/10012036516

Multicultural managers and competitive advantage : evidence from elite football teams

Szymanski, Mike; Fitzsimmons, Stacey R.; Danis, Wade M. - In: International business review : the official journal of … 28 (2019) 2, pp. 305-315

Persistent link: https://www.econbiz.de/10011997482

Global leaders for global teams : leaders with multicultural experiences communicate and lead more effectively, especially in multinational teams

Lu, Jackson G.; Swaab, Roderick I.; Galinsky, Adam D. - In: Organization science 33 (2022) 4, pp. 1554-1573

Persistent link: https://www.econbiz.de/10013363690

Konflikte und Synergien in multikulturellen Teams : Virtuelle und face-to-face-Kooperation

Köppel, Petra (contributor) - 2008

Themenstellung -- Grundlegende Konzepte -- Gruppenprozesse, -strukturen und -modelle -- Theoretische Einbettung der Konflikte und Synergien -- Empirische Untersuchung zu Konflikten und Synergien -- Empirische Modellbildung: Das MIPO-Modell -- Schlussbemerkungen.