Human Side of Learning – to Play or Not to Play
Journal Title: Journal of Intercultural Management - Year 2010, Vol 2, Issue 1
Abstract
Today’s global work groups depend heavily on timely communication, employee empowerment and cultural awareness. Global work groups, consisting of individuals who are geographically dispersed, must effectively communicate and interact to achieve strategic organizational results. This unique situation requires managers and employees to adapt to new ways of communicating. Current technology offers a plethora of solutions, tools and processes for networking. But does technology competently provide globally, dispersed teams a meaningful platform for communication? What is the optimal communication method for bridging cultural differences within a global work group? Should a global enterprise adopt a single approach to overcome the communication barriers of time and geography? Companies today constantly wrestle with these questions in their quest for global operational excellence. This research paper will explore the most effective global work group communication framework using a comparison of two global project implementations, identical in design and implementation – except for the communication plans employed. This real life case study will explore how differing communication models led to success in one project and ineffective results on the other.
Authors and Affiliations
Olaf Flak, Adrian Pyszka
Keywords
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