Multinational Teams in the European Commission and the European Parliament

In: Forschungsergebnisse der Wirtschaftsuniversitaet Wien Series v.10

Abstract

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.