Getting along long distance: Understanding conflict in a multinational team through network analysis

Aparna Anand Joshi, Giuseppe Labianca, Paula M. Caligiuri

Research output: Contribution to journalArticle

45 Scopus citations

Abstract

Multinational companies (MNCs) create international teams to pool global talent and meet organizational goals. But the many differences among team members are fertile ground for conflict. While traditional conflict management techniques gather all team members together to resolve or minimize conflicts, geographic dispersion greatly increases the time, money, and disruption to daily workflow activities necessary to bring multinational teams together. We use a social network perspective to identify and prioritize conflicts to increase team effectiveness, allowing management to focus on the most critical conflicts first. Further, we show that the most critical might not be between headquarters and country subsidiaries, but between two country subsidiaries.

Original languageEnglish (US)
Pages (from-to)277-284
Number of pages8
JournalJournal of World Business
Volume37
Issue number4
DOIs
StatePublished - Oct 30 2002

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Finance
  • Marketing

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