Multinational teams in the European Commission and the European Parliament

International public organizations, as the European Commission and the European Parliament, are under almost permanent political pressure to improve efficiency. While teamwork is considered to be a possible remedy, so far little research on effectiveness of multinational teams was undertaken in inte...

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Detalles Bibliográficos
Otros Autores:	Neyer, Anne-Katrin, author (author)
Formato:	Electrónico
Idioma:	Inglés
Publicado:	Bern Peter Lang International Academic Publishing Group 2018 Frankfurt am Main, Germany : 2005.
Edición:	1st ed
Colección:	Forschungsergebnisse der Wirtschaftsuniversität Wien ; Band 10.
Materias:	European Commission > Personnel management. Multinational work teams > European Union countries > Case studies. Commission Europäische Union European Interkulturelles Management International Organizational Behavior International Public Organizations Kommission Multinational Multinational Team Performance Neyer Parliament Team norms teams Teamwork
Ver en Biblioteca Universitat Ramon Llull:	https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009427784606719

Tabla de Contenidos:

Cover
1 INTRODUCTION
1.1. RELEVANCE OF RESEARCH
1.2. RESEARCH PROCESS
1.3. STRUCTURE OF THE DISSERTATION
2 AN INTEGRATIVE MODEL OF MULTINATIONAL TEAM PERFORMANCE -REVIEW OF THE LITERATURE
2.1. A BRIEF REVIEW OF THE LITERATURE ON INTERCULTURAL MANAGEMENT
2.2. LITERATURE ON MULTINATIONAL TEAM PERFORMANCE
2.2.1. Divergent variables to model multinational team performance
2.2.2. Control variables: Task, team size and learning processes
2.2.3. Integrative model to study multinational team performance
3 METHOD
3.1. METHODOLOGIES IN EMPIRICAL SOCIAL RESEARCH: A COMPARISON FOR SELECTING THE APPROPRIATE METHOD TO STUDY MULTINATIONAL TEAMS
3.2. TECHNIQUES USED TO DEVELOP HYPOTHESES
3.2.1. Narrative Interview
3.2.2. Transcription and Content Analysis
3.3. HOW TO ASSESS RELIABILITY AND VALIDITY
3.4. SAMPLE
3.4.1. Sample in the European Commission
3.4.2. Sample in the European Parliament
4 EMPIRICAL FINDINGS IN THE EUROPEAN COMMISSION
4.1. SOCIETY
4.1.1. General cultural differences versus personality
4.1.2. Cultural differences in norms of behavior: North versus South
4.1.3. Language proficiency
4.2. ORGANIZATION - ORGANIZATIONAL CULTURE
4.2.1. Perceived kind of organizational culture
4.2.2. Explicitly defined organizational culture
4.3. ORGANIZATION - ORGANIZATIONAL STRUCTURE
4.3.1. Hierarchy: French versus Anglo-Saxon System
4.3.2. Performance appraisal
4.3.3. Mobility - job rotation
4.4. INDIVIDUAL
4.4.1. Personality traits
4.4.2. Personal Experiences
4.4.3. Personal Interests/Motivation
4.4.4. Educational Background
4.5. INDIVIDUAL - TEAM LEADER
4.5.1. Leadership style and power
4.6. EXCURSUS: KNOWLEDGE MANAGEMENT
4.6.1. Knowledge Transfer
4.7. TEAM
4.7.1. Informal rules
4.7.2. Facilitation of communication.
4.7.3. Mutual considerateness
4.8. MODERATORS
4.8.1. Task
4.8.2. Team size
4.8.3. Learning process
4.9. RECOMMENDATIONS FOR MANAGERS AND RESEARCHERS
5 EMPIRICAL FINDINGS IN THE EUROPEAN PARLIAMENT
5.1. TEAM
5.1.1. Informal working and networking
5.1.2. Discussion-culture
5.1.3. Culture of compromise
5.1.4. Mutual respect
5.2. SOCIETY
5.2.1. Cultural differences in communication styles
5.2.2. Language proficiency
5.3. ORGANIZATION AND INDIVIDUAL
5.4. MODERATORS
5.5. SUMMARY
6 GENERAL CONCLUSIONS
6.1. MANAGERIAL IMPLICATIONS
6.2. IMPLICATIONS FOR FUTURE RESEARCH
7 BIBLIOGRAPHY
APPENDIX A: A SHORT DESCRIPTION OF THE EUROPEAN COMMISSION
APPENDIX B: A SHORT DESCRIPTION OF THE EUROPEAN PARLIAMENT
APPENDIX C: OVERVIEW OF THE FINDINGS IN THE EUROPEAN COMMISSION.

Multinational teams in the European Commission and the European Parliament

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