Alle Publikationen
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2018
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(2018): The interplay of rules, asymmetries in language fluency, and team dynamics in culturally diverse teams. In: Cross Cultural & Strategic Management 25 (1), S. 157-182. DOI: 10.1108/CCSM-08-2016-0157
DOI: https://doi.org/10.1108/CCSM-08-2016-0157 Abstract: Purpose: The purpose of this paper is to explore how newly formed culturally diverse project teams develop and implement rules, and how these processes may be affected by language-fluency asymmetries. Design/methodology/approach: Using a case-study research design, the authors investigated three multicultural project teams within a management integration program in a multinational company in France. Their complete data set includes 37.5 hours of observations and 49 hours of semi-structured interviews. Findings: Findings revealed that subgroups formed on the basis of language-fluency and this affected the development and implementation of rules. While rule-setting mechanisms emerged across teams, they varied in form. On the one hand, tightly structured rules emerged and rules were rigidly applied when there were greater language inequalities. In contrast, implicit behavior controls guided interactions when language-fluency subgroupings were less salient. The findings also revealed that the alignment of other individual attributes with language fluency reinforced subgroup divisions, further impacting the rule development and implementation processes. Practical implications: Understanding rule development and implementation in culturally diverse teams and how these processes are impacted by language disparities enables managers to help members develop more successful behavioral patterns by keeping language-fluency (and other) attributes in mind. Originality/value: The study extends and complements previous team research by providing in-depth insights into the process of rule development and implementation. It demonstrates the impact of language-fluency asymmetries and subgroup dynamics on these processes. The authors propose a model to capture the processes by which culturally diverse teams create rules, and how the rule-setting mechanisms might be moderated by faultlines such as language-based disparities. (PsycINFO Database Record (c) 2018 APA, all r ights re served) zitiert von 1
2014
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(2014): Diversity-Trainings. Einstellungen zwischen Gruppen sozialpsychologisch fundiert verbessern. In: Aktuelle Trends in der Personal- und Organisationsentwicklung
Abstract: Grundlagen des Diversity-Konzepts und des Diversity-Managements in Unternehmen werden erlautert und Erfahrungen mit Diversity-Trainings werden reflektiert. Im Rahmen einer Definition werden unterschiedliche Dimensionen und Typen von Diversity beschrieben und theoretische Modelle erlautert. Nach einer Darstellung der Grunde und Ziele von Diversity-Management werden Massnahmen zum Umgang mit Stereotypen und Vorurteilen am Arbeitsplatz beschrieben, von denen die wichtigste in Diversity-Trainings besteht. Neben grundlegenden Aspekte der Trainingsgestaltung und moglichen Fehlern bei der Durchfuhrung wird ein Uberblick uber die Trainingspraxis gegeben und ein Diversity-Training vorgestellt, welches theoriegeleitet entwickelt wurde, um soziale (vor allem sexistische) Einstellungen zu verbessern. Anhand von Evaluationsergebnissen wird verdeutlicht, dass die Erhohung wahrgenommener Vielfalt innerhalb von Gruppen einen wesentlichen Faktor fur die Verbesserung von Gruppenbeziehungen darstellt.
2008
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(2008): Handbook of cultural intelligence. Theory, measurement, and applications. Armonk, N.Y: M.E. Sharpe. Online verfügbar unter http://site.ebrary.com/lib/academiccompletetitles/home.action
Abstract: With conributions from eminent scholars worldwide, this handbook is a state-of-the-science summary of the body of knowledge about cultural intelligence--an individual's ability to funtion effectively in situations characterized by cultural diversity--and its relevance for managing diversity both within and across cultures
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