The Study of Global Team’s Conflict, Culture Intelligence and Team Performance

• Main Authors: An-Chen Cheng, 鄭安眞
• Other Authors: Bih-Shiaw Jaw
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/77824456749712766549

碩士 === 國立中山大學 === 人力資源管理研究所 === 100 === With the enhancing trend of internationalization and labor globalization, the Global Team’s management is an emerging cross-cultural issue that contemporary enterprises need to manage. Earley and Ang (2006) suggested that Cultural Intelligence (CQ) is an outsider''s natural ability to interpret and respond to unfamiliar cultural signals in an appropriate manner. According to National Institute for advanced conflict resolution'' research, American managers spend 30% time dealing with the team conflict in average. Brett, Behfar, and Kern (2006) also indicated that global team’s performance will be suffered if team leaders are not able to handle team conflicts properly. Based on the literature review, the aim of the current study is to explore how the global team members adjust the team performance via their CQ under the team conflicts. Accordingly, the author used Case Study and found the six propositions as below after interviewing 10 global team members: Proposition 1: the degree of enterprises’ internationalization will affect the selection principles of the global team members: high degree internationalization of enterprises’ recruitment rule would focus on organization’s requirement and member’s profession, instead the nationality of members. Proposition 2-1: As a global team member belongs to a relatively few nationality owners, the one easily takes task conflict as relationship conflict. Proposition 2 -2: As a global team member belongs to a relatively few nationality owners, the one with high CQ does not easily takes task conflict as relationship conflict. Proposition 3: Global team’s relationship conflict makes lower team performance than task conflict. Proposition 4: The global team’s leader with high CQ could reduce team’s conflict but the subordinate with high CQ could not reduce team’s conflict. Proposition 5: The global team’s leader with high CQ could reduce the negative influence of relationship conflict on team performance. Proposition 6: The global team’s leader with lower CQ could be trained by companies and cultivated by organizational cultures.