A
ABN AMRO, 45
Achievement cultures, 51
Adjourning (teamwork model), 183
Agenda-driven issues, 79
Agenda setting, 62
Ambiguous versus detailed communication style, 150–153
AMD, 45
Asynchronous time dimension, 20
B
Behaviors
problem identification, 97–103
Born leader, 198
Boundary between personal and working lives, 51
British Petroleum, 45
C
CAB intercultural competency framework, 189–198, 216
aspects, 189
cultural adroitness, 189
cultural awareness, 189
cultural blind spot, 197
cultural sensitivity, 189
ethnocentric person, 197
relationship orientation, 191
task orientation, 191
Characteristics and elements of global virtual teams, 19–26
asynchronous time dimension, 20
communication barriers, 20
computer-supported cooperative work, 20
culturally distinctive, culturally synergistic, 21–22
different times, different urgency, 23–24
multinational corporations, 19
social network systems, 27
synchronous time dimension, 20
technology dependent, technology savvy, 22
time dimensions, 20
videoconferencing, 23
working together, working at a distance, 22
Chief listener, 147
Civil Society, see World Summit on the Information Society
CMC, see Computer-mediated communication
Collective mind, 50
Collectivism, see Individualism versus collectivism
Communication, see Intercultural communication, high-context versus low-context; Intercultural communication styles
Communicative behaviors, see Online communicative behaviors
Computer-mediated communication (CMC)
barrier in situations relying on, 39
challenges arising using, 185
collaboration via, 39
development of, 12
globally distributed collaboration and, 4
participation in, WSIS Geneva listservs, 71
reliance on, 22
Computer-supported cooperative work (CSCW), 20
Contexting, 40
Conversational maxim, 151
Corporate-expatriate, 217
Corporate perspective, 31
Cultural dimensions, see Problem-solving in the workplace, mirror image of
Cultural values, 157–172, see also Culture and cultural values, overview of
distinction between HC and LC, 212–213
individualism versus collectivism, 158–163
collectivism, 160
common knowledge,
assumption of, 163
high-context participants, 159, 161
in-group versus out-group, 162
statements, 158
we versus they, 162
relationship orientation, 157
task oriented versus relationship oriented, 163–170
Civil Society study, 164
formal salutation, 167
individualistic people, 163
relationship-oriented people, 166
task-oriented message, 165
well-being of other participants, 168
Cultural vignette
diverse communication styles, 14–15
virtual workplace (working with strangers in cyberspace), 24–26
working at a distance, working with culture, 6
Culture and cultural values, overview of, 29–36
cultural characteristics, 32, 33–35
artifacts, products, and symbols, 33–34
external adaptation, 34
internal integration, 34
norms and values, 34
onion model, 33
definition of culture, 29
human mental programming, levels of, 30
national character, 32
perspectives of culture, 31
software of the mind, culture as, 30
Culture shock, 178, see also Virtual cultural shock (team process)
D
Dauntless decision maker, 147
Death of distance, 219
Digital-wave workspace, 12
Distributed decision-making process, overview of, 59–81
active months of participation, 71–73
analysis, 72
email listserv, 72
aesthetic element, 61
agenda setting, 62
blogs, 62
choice, 62
distribution of active participants, 73–76
definition of active participants, 73
key people, 74
patterns of participation, 73
distribution of less active participants, 77–81
agenda-driven issues, 79
consensus, 80
decision-making process, 77, 80
dynamic process, 78
feedback, 79
responses and deliberation, 78
documents generated, 63
globalization, 60
information search, 62
logic, 59
problem identification, 64
proposal making, 64
responses and deliberation, 64
theoretical models of decision-making process, 65–71
alternatives, 67
authoritative choice, 67
email use, situational analysis of, 69, 70
implementation, 68
problem recognition, 65
virtual space factors, 61
E
Elements of global virtual teams, see Characteristics and elements of global virtual teams
use, situational analysis of, 69, 70
English-language culture, 39
Ethnic perspective, 31
Ethnocentric person, 197
Expatriation process, 177, 181
F
Facebook, 48
Facetime, 187
Forming (teamwork model), 181
G
Gender perspective, 31
General Motors, 45
Generational perspective, 31
Global leaders, see GVT management (culture and decision making for global leaders); “Working together at a distance,” what global leaders should know about managing
Global virtual team (GVT), 12
challenges, 12
characteristics, 12, see also Characteristics and elements of global virtual teams
cultural diversity, 13
culturally heterogeneous members, 21
definition of team, 11
digital-wave workspace, 12
teams, importance of, 11
global leader development, 174
leaders, see Intercultural competencies, why GVT leaders need
Google+, 19
GVT management (culture and decision making for global leaders), 201–214
culture, 202
distinction of cultural values between HC and LC, 212–213
dos and don’ts of cultural orientation for GVT leaders, 204–211
collectivistic versus individualistic, 204–205
relationship building versus task orientation, 210–211
specific versus neutral communication styles, 206–207
time orientation (rigid versus flexible), 207–210
managing distributed decision making in a GVT, 202–203
summary, 211
H
Hall, Edward, 37, see also Intercultural communication, high-context versus low-context
Hampden-Turner, Charles, 45, see also Problem-solving in the workplace, mirror image of
Heineken, 45
High context (HC), see also Intercultural communication, high-context versus low-context
communicative orientation, 202
culture, 145
individualism versus collectivism, 159, 161
intercultural communication styles, 145
online communicative behaviors, 137, 141
problem identification behaviors, 98
solution, 127
Honeymoon phase (cultural adjustment), 177
Honeywell, 45
Human mental programming, levels of, 30
Human relations, relationship between time orientation and, 54
I
IBM, 45
Ice-breaker stage (teamwork model), 181
ICT, see Information communication technology
Indirect versus direct communication style, 146–149
Individualism versus collectivism, 204–205
high-context participants, 159, 161
in-group versus out-group, 162
statements, 158
we versus they, 162
Information communication
technology (ICT), 3
Information search, 62
ING, 45
In-group versus out-group, 162
Intercultural communication, high-context versus low-context, 37–44
common ground, establishment of, 39
context dimension, 38
contexting, 40
English-language culture, 39
message receivers, 40
nonverbal communication, 37
silent language, 38
summary of high- and low-context cultures, 41–42
time talks, 38
Intercultural communication styles, 145–156
ambiguous versus detailed style, 150–153, 154
chief listener, 147
conversational maxim, 151
dauntless decision maker, 147
high-context culture, 145
indirect versus direct style, 146–149
nonassertive approach, 148
out-group member, 149
saving face, 146
social interaction, elements of, 151
types of messages based on HC and LC dimension, 154
Intercultural competencies, why GVT leaders need, 185–200
born leader, 198
CAB intercultural competency framework, 189–198, 216
aspects, 189
cultural adroitness, 189
cultural awareness, 189
cultural blind spot, 197
cultural sensitivity, 189
ethnocentric person, 197
relationship orientation, 191
task orientation, 191
description of intercultural competency, 186–188
acculturation, 187
process of developing intercultural competency, 187
dimensions of global leadership in the context of GVTs, 199
importance of intercultural competency, 185–186
onion model, 186
J
Johnson & Johnson, 45
L
Leaders, see GVT management (culture and decision making for global leaders); Intercultural competencies, why GVT leaders need; Working together at a distance,” what global leaders should know about managing
Lean media, 5
Low context (LC), see also Intercultural communication, high-context versus low-context
communicative orientation, 202
culture, 145
online communicative behaviors, 137, 142–143
problem identification, 98, 101
M
Mars, 45
Mental programming, 30
Merrill Lynch, 45
Messenger, 187
Mirror image of individual behaviors, 48, see also Problem-solving in the workplace, mirror image of
Motorola, 45
Multinational corporations (MNCs), 12
consultants working with, 45
current challenge for, 216
scenario, 193
team management and, 19
N
National perspective, 31
Nonverbal communication, 37
Norming (teamwork model), 182
O
Online communicative behaviors, 135–143
ambiguous construct, 140
context cultural dimension, 136
detail and direct construct, 140
divergent behavioral patterns, 138
high-context cultural orientation, 137, 141
indirect construct, 140
low-context cultural orientation, 137, 142–143
Organizational perspective, 31
P
Particularism, 49
PepsiCo, 45
Pfizer, 45
Philips, 45
Polychronic time orientation, 207
Problem identification, 83–103
communication style, 99
example, 97
high-context participants, 98
impact of culture, 102
low-context participants, 98, 101
succinct proposal, 100
Civil Society’s contributions in decision-making processes, 83–91
degree of effectiveness of active participants, 85
problem identification, 83
ranking and distribution of
solution stage, 85
draft document, 93
examples of problem identification statements, 94–96
responses, 91
Problem-solving in the workplace, mirror image of, 45–58
achievement cultures, 51
achievement versus ascription, 51
boundary between personal and working lives, 51
collective mind, 50
dichotomy, 53
dilemma, 46
emotions, 50
environment orientation, 51–53
group-based values, 47
human behaviors in the work-place, orientations of, 48
information technology, introduction of, 47
loose reckoning, 54
mirror image of individual behaviors, 48
particularism, 49
self-opinionated voice, 50
sequential time orientation, 55
status, 51
synchronic time orientation, 54
triangle cultural model, 47
universalism, 49
aggressive tone in message, 115
arguments, 121
community media, 117
constructing or specifying alternatives, 105
difference between low- and high-context participants, 112
high-context participants, 108, 116
low-context participants, 112, 118
“multiple root servers,” 113
strategies, 112
tone of message, 111
R
Relationship orientation, 157, 191, 210–211, see also Task oriented versus relationship oriented
Religious perspective, 31
Rigid versus flexible time orientation, 207–210
S
Saving face, 146
Self-opinionated voice, 50
Sequential time orientation, 55
Significance of culture, 215–220
communication, examples of cultural influence on, 218
corporate-expatriate, 217
death of distance, 219
deeper questions, 217
misunderstandings, 219
student-expatriate, 217
Silent language, 38
Social interaction, elements of, 151
Social network systems, 27
Social perspective, 31
Software of the mind, culture as, 30
choice, 123
Civil Society participants, 123, 126
disagreement, 125
draft document, endorsement of, 123
endorsement, 124
high-context participants, 127
low-context participants, 128, 129
self-interest, decision based on, 129
strategies, 131
Specific versus neutral communication styles, 206–207
Storming (teamwork model), 182
Stranger phenomenon, 182
Student-expatriate, 217
Synchronic time orientation, 54
Synchronous time dimension, 20
T
Task orientation, 191
priority on content in, 157
relationship building versus, 210–211
universalism and, 49
Task oriented versus relationship oriented, 163–170, 219
Civil Society study, 164
formal salutation, 167
individualistic people, 163
relationship-oriented people, 166
task-oriented message, 165
well-being of other participants, 168
Team, see Global virtual team, description of
Teamwork model, 181
Technological perspective, 31
Time orientation
polychronic, 207
relationship between human relations and, 54
rigid versus flexible, 207–210
Time talks, 38
Trello, 19
Triangle cultural model, 47
Trompenaars, Fons, 45, see also Problem-solving in the workplace, mirror image of
U
Universalism, 49
V
distinction between HC and LC, 212–213
individualism versus collectivism, 158–163
collectivism, 160
common knowledge, assumption of, 163
high-context participants, 159, 161
in-group versus out-group, 162
statements, 158
we versus they, 162
relationship orientation, 157
task oriented versus relationship oriented, 163–170
Civil Society study, 164
formal salutation, 167
individualistic people, 163
relationship-oriented people, 166
task-oriented message, 165
well-being of other
participants, 168
Values (cultural), culture and (overview of), 29–36
cultural characteristics, 32, 33–35
artifacts, products, and symbols, 33–34
external adaptation, 34
internal integration, 34
norms and values, 34
onion model, 33
definition of culture, 29
human mental programming, levels of, 30
national character, 32
perspectives of culture, 31
software of the mind, culture as, 30
Videoconferencing, 23
Virtual cultural shock (team process), 181–183
adjourning, 183
forming, 181
ice-breaker stage, 181
norming, 182
storming, 182
stranger phenomenon, 182
teamwork model, 181
Virtualness
dimensions of, 14
extent of, 13
computer-mediated communication, 4
globally distributed collaboration, 4
information communication technology, 3
lean media, 5
management problem areas, 4
unresolved question, 5
W
Web conferencing, 62
We versus they, 162
Wiki Webs, 62
“Working together at a distance,” what global leaders should know about managing, 173–184
cross-cultural training, 173
adaptation, 180
adjustment, 179
changes in human behavior, 180
culture shock, 178
expatriation process, 177
honeymoon phase, 177
transference of culture, 179
virtual cultural shock (team process), 181–183
adjourning, 183
forming, 181
ice-breaker stage, 181
norming, 182
storming, 182
stranger phenomenon, 182
teamwork model, 181
World Summit on the Information Society (WSIS)
decision-making process, 83–91, 219
participants (solution), 123, 126
study, 164
listserv, 68
Z
Zoom,19