In this paper a model focusing on how to build an effective multinational group (MNGs) is presented. The interrelated roles of national cultures, corporate culture and leadership on acculturation processes are highlighted. Because national cultures are very ‘sticky’ and have a strong influence on behaviour of people, highly effective MNGs are hard to compose. And once composed, it is hard to build a cohesive team out of an MNG. The model serves a a research tool and has to be tested in reality: The last part of this paper focuses on the design of the field-research I intend to conduct.
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Source: Paul Melessen