LEADER 05568 am 22006493u 450 001 9910297040703321 005 20200116 010 $a3-631-75440-X 024 7 $a10.3726/b13960 035 $a(CKB)4100000007276990 035 $a(OAPEN)1003216 035 $a(WaSeSS)IndRDA00125046 035 $a(oapen)https://directory.doabooks.org/handle/20.500.12854/29526 035 $a(MiAaPQ)EBC30686282 035 $a(Au-PeEL)EBL30686282 035 $a(EXLCZ)994100000007276990 100 $a20200629d2005 uy 0 101 0 $aeng 135 $auuuuu---auuuu 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aMultinational teams in the European Commission and the European Parliament /$fAnne-Katrin Neyer 205 $a1st ed. 210 $aBern$cPeter Lang International Academic Publishing Group$d2018 210 1$aFrankfurt am Main, Germany :$cPeter Lang,$d2005. 215 $a1 online resource (144) 225 1 $aForschungsergebnisse der Wirtschaftsuniversita?t Wien ;$vBand 10 311 $a3-631-54332-8 327 $aCover -- 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. 327 $a4.7.3. 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. 330 $aInternational public organizations, as the European Commission and the European Parliament, are under almost permanent political pressure to improve efficiency. While teamwork is considered to be a possible remedy, so far little research on effectiveness of multinational teams was undertaken in international public organizations. The purpose of this book is to identify the distinctive characteristics that influence multinational team performance in a public management context. Based on a qualitative research approach a complexity model of multinational team performance was developed. This model can be used as a checklist to identify possible problems in multinational teams. Additionally, managerial implications of how to deal with the inherent complexity of multinational teams are given. 410 0$aForschungsergebnisse der Wirtschaftsuniversita?t Wien ;$vBand 10. 606 $aMultinational work teams$zEuropean Union countries$vCase studies 610 $aCommission 610 $aEuropäische Union 610 $aEuropean 610 $aInterkulturelles Management 610 $aInternational Organizational Behavior 610 $aInternational Public Organizations 610 $aKommission 610 $aMultinational 610 $aMultinational Team Performance 610 $aNeyer 610 $aParliament 610 $aTeam norms 610 $ateams 610 $aTeamwork 615 0$aMultinational work teams 676 $a341.242 700 $aNeyer$b Anne-Katrin$0913829 801 0$bWaSeSS 801 1$bWaSeSS 906 $aBOOK 912 $a9910297040703321 996 $aMultinational teams in the European Commission and the European Parliament$92047477 997 $aUNINA