KÜRESEL EKİPLERDE KARŞILAŞILAN PROBLEMLER: BİR ANLATI ARAŞTIRMASI

Yıl 2024, Cilt: 25 Sayı: 1, 293 - 315, 20.12.2023

Perlin Naz Cömert Yonca Gürol Gözde Gürakan

https://doi.org/10.31671/doujournal.1255528

Öz

Bu araştırmada, küreselleşen dünyada önemi gittikçe artan küresel ekipler ve bu ekiplerde karşılaşılan problemler araştırılmıştır. Küresel ekipler, öğrenmeyi, yaratıcı fikirlerin artmasını ve kültürel yetkinliklerin geliştirilmesini kolaylaştırmaktadır. Bu bağlamda, küresel ekiplerde yaşanan sorunlara çözüm üretilmesi, ekip performansının arttırılmasını sağlayacağı için anahtar önem taşımaktadır. Bu doğrultuda bu araştırmanın amacı küresel ekiplerde yaşanan sorunların çalışanların yaşam deneyimleri aracılığıyla keşfedilmesini sağlamaktır. Çalışma kapsamında, nitel araştırma yaklaşımlarından anlatı araştırması deseni kullanılarak küresel ekiplerde çalışan kişilerle görüşme yapılmıştır. Görüşülen kişilerin küresel ekiplerde çalışırken karşılaştıkları problemler, tecrübeleri ve yaşadıkları hikayeler incelenerek tartışılmıştır. Araştırmada işletme literatüründe az sayıda kullanılan anlatı araştırması deseninin kullanılması, araştırmayı küresel ekiplere dair geçmiş araştırmalardan farklılaştırmaktadır. Araştırma sonuçlarına göre, ekiplerde farklı dil ve kültürün yarattığı iletişim zorluklarının ön plana çıktığı görülmüştür. Buna ek olarak, saat farklılıkları ve coğrafi uzaklığın bütün halinde çalışılmasına engel olarak takım ruhunun hissedilmesini engellediği belirtilmiştir. Ayrıca, farklı ülkelerdeki iş disiplinleri ve iş süreçlerindeki farklılıkların da çatışmalara yol açan önemli bir faktör olduğu saptanmıştır. Bu sorunlara karşı, araştırmaya katılanların önerdikleri çözüm önerileri, literatürdeki geçmiş çalışmalar ile karşılaştırılarak tartışılmıştır. Katılımcılar sorunların azaltılmasında, yüz yüze toplantıların, şirket içi etkinlik ve buluşmaların arttırılmasının, şirket kültürünün benimsenmesi ve çatışmaların yönetilmesi için eğitimlerin arttırılmasının önemini vurgulamışlardır. Bu doğrultuda yazarlar küresel ekiplerde sorunların azaltılması için yüz yüze görüşme ve sosyal etkinliklerin arttırılmasının, farklılıklara karşı anlayış ve açık fikirliliğin öneminin altını çizmiştir.

Anahtar Kelimeler

Küresel Ekipler, Kültürlerarası Yönetim, Uluslararası Yönetim, Ekip Yönetimi

CHALLENGES IN GLOBAL TEAMS: A NARRATIVE INQUIRY

Öz

In this research, global teams, which are becoming increasingly important in the globalizing world, and the problems encountered by these teams have been examined. Global teams facilitate learning, creative idea generation and the development of cultural competencies. In this respect, finding solutions to the problems experienced in global teams is of key importance as it will increase team performance. In this respect, the aim of this research is to discover the problems experienced in global teams through the experiences of team members. In this study, interviews were conducted with global team members using the qualitative research design narrative inquiry. The problems encountered while working in global teams were analyzed and discussed through stories. The use of narrative inquiry, which is rarely used in the management literature, differentiates this research from prior studies on global teams. As a result, it has been found that, different languages and national cultures of team members generally lead to communication difficulties. In addition, it has been found that time differences and geographical distance prevent the feeling of team spirit. Furthermore, the differences in work disciplines and processes in different countries are also found to be important factors leading to conflicts. The solutions proposed by the participants against these problems were discussed by comparing them with the previous studies in the literature. As solutions for the identified problems, participants emphasized the importance of increasing face-to-face meetings, in-company events and meetings, more trainings on company culture and conflict management. In this regard, the authors underlined the importance of increasing face-to-face meetings and social activities, cultivating indulgence and open-mindedness in order to reduce problems in global teams.

Anahtar Kelimeler

Global Teams, Intercultural Management, International Management, Team Management

Kaynakça

• Adair, W. L., Tinsley, C. H., Taylor, M. (2006). Managing the intercultural interface: Third cultures, antecedents, and consequences. Chen, Y.-R. (Ed.), National culture and groups Vol 9 içinde (205-232 ss.). Leeds: Emerald Group Publishing Limited. https://doi.org/10.1016/S1534-0856(06)09009-8
• Aycan, Z., Kanungo, R. N. ve Mendonça, M. (2016). Kültürler arası bağlamda örgütler ve yönetim. Koç Üniversitesi.
• Baba, M. L., Gluesing, J., Ratner, H. ve Wagner, K. H. (2004). The contexts of knowing: Natural history of a globally distributed team. Journal of Organizational Behavior, 25(5), 547-587. https://doi.org/10.1002/job.259
• Bartel-Radic, A. (2006). Intercultural learning in global teams. Management International Review, 46, 647-678. https://doi.org/10.1007/s11575-006-0121-7
• Berg, N., ve Holtbrügge, D. (2010). Global teams: a network analysis. Team Performance Management: An International Journal, 16(3), 187-211. http://dx.doi.org/10.1108/13527591011053269
• Bouncken, R. (2009). Creativity in cross-cultural innovation teams: Diversity and its implications for leadership. Meusburger, P., Funke, J., Wunder, E. (Ed.), Milieus of Creativity: An Interdisciplinary Approach to Spatiality of Creativity içinde (189-200 ss.). Dordrecht: Springer Netherlands.
• Butler, C. L., Minbaeva, D., Mäkelä, K., Maloney, M. M., Nardon, L., Paunova, M. ve Zimmermann, A. (2018). Towards a strategic understanding of global teams and their HR implications: an expert dialogue. The International Journal of Human Resource Management, 29(14), 2209-2229. https://doi.org/10.1080/09585192.2018.1428720
• Carmel, E. (2006). Building your information systems from the other side of the World: How Infosys manages time zone differences. MIS Quarterly Executive, 5(1), 43-53.
• Chen, S., Geluykens, R. ve Choi, C.J. (2006). The importance of language in global teams: a linguistic perspective. Management International Review, 46(6), 679-96. https://doi.org/10.1007/s11575-006-0122-6
• Clandinin, D. J. (2006). Narrative inquiry: A methodology for studying lived experience. Research studies in music education, 27(1), 44-54. https://doi.org/10.1177/1321103X0602700103
• Connelly, F. M. ve Clandinin, D. J. (1990). Stories of experience and narrative inquiry. Educational researcher, 19(5), 2-14. https://doi.org/10.2307/1176100
• Cramton, C. D. (2001). The mutual knowledge problem and its consequences for dispersed collaboration. Organization Science, 12(3), 346-371. https://doi.org/10.1287/orsc.12.3.346.10098
• Cramton, C. D. ve Hinds, P. J. (2014). An embedded model of cultural adaptation in global teams. Organization Science, 25(4), 1056-1081. https://doi.org/10.1287/orsc.2013.0885
• Creswell, J. W. ve Miller, D. L. (2000). Determining validity in qualitative inquiry. Theory Into Practice, 39(3), 124-130. https://doi.org/10.1207/s15430421tip3903_2
• Creswell, J.W. (2021). Nitel araştırma yöntemleri beş yaklaşıma göre nitel araştırma ve araştırma deseni (Çev. S. B. Demir, M. Bütün). Ankara: Siyasal Kitabevi. (Orijinal Yayın Tarihi, 2013).
• Çakir, M. (2014). Yeni medya ve küresel şirketler ilişkisinde sanal ekipler ve crowdsourcing etkisi. AJIT-e: Academic Journal of Information Technology, 5(16), 43-70. https://doi.org/10.5824/1309-1581.2014.3.004.x
• Davis, D. D., Bryant, J. L. (2003). Influence at a distance: Leadership in global virtual teams. Mobley, W. (Ed.), Advances in global leadership içinde (303-340 ss.). Emerald Group Publishing Limited.
• du Preez, M. (2019). Exploring contexts in consulting engineers’ collaborative information behaviour. Journal of Librarianship and Information Science, 51(3), 643-653. https://doi.org/10.1177/0961000617742457
• Duric, D. ve Duric, D. (2010). Knowledge of cultural diversity as a skill for global management of people and business processes. Economics of Agriculture, 57(297-2016-3771), 377-391.
• Earley, C. P. ve Mosakowski, E. (2000). Creating hybrid team cultures: An empirical test of transnational team functioning. Academy of Management journal, 43(1), 26-49. https://doi.org/10.5465/1556384
• Ergülşen Başlar, G. ve Narin, A. (2018) A case study on understanding for intercultural communication challenges faced by global team members and developed strategies for overcoming these challenges. Business & Management Studies: An International Journal, 6(3), 138–153. https://doi.org/10.15295/bmij.v6i3.347
• Espinosa, J. A. ve Carmel, E. (2003). The impact of time separation on coordination in global software teams: a conceptual foundation. Software Process: Improvement and Practice, 8(4), 249-266. https://doi.org/10.1002/spip.185
• Gabrielsson, M., Seristo, H. ve Darling, J. (2009). Developing the global management team: a new paradigm of key leadership perspectives. Team Performance Management, 15(7/8), 308-25. https://doi.org/10.1108/13527590911002104
• Gibbs, J. L., ve Boyraz, M. (2014). IHRM's role in managing global teams. D. G. Collings, G. T. Wood, P. M. Caligiuri (Ed.), The Routledge companion to international human resource management içinde (532-551 ss.). New York: Routledge.
• Gibson, C. B., Dunlop, P. D. ve Cordery, J. L. (2019). Managing formalization to increase global team effectiveness and meaningfulness of work in multinational organizations. Journal of International Business Studies, 50, 1021-1052. https://doi.org/10.1057/s41267-019-00226-8
• Gluesing, J. C. (2020). Global teams. Oxford research encyclopedia of anthropology içinde. Oxford University Press. https://doi.org/10.1093/acrefore/9780190854584.013.11
• Gluesing, J.C. ve Gibson, C.B. (2017). Designing and forming global teams. Lane, H.W., Maznevski, M.L., Mendenhall, M.L. ve McNett, J. (Ed.), Handbook of Global Management. A Guide to Managing Complexity içinde (199–226 ss.). Oxford: Blackwell.
• Gulesin, Z. ve Can, E. (2015). A theoretical overview on challenges and solutions for global project management. Research Journal of Business and Management, 2(3), 238-250. https://doi.org/10.17261/
• Guo, Y., Jasovska, P., Rammal, H. G. ve Rose, E. L. (2020). Global mobility of professionals and the transfer of tacit knowledge in multinational service firms. Journal of Knowledge Management, 24(3), 553-567. https://doi.org/10.1108/JKM-09-2017-0399
• Harzing, A. W. ve Feely, A. J. (2008). The language barrier and its implications for HQ–subsidiary relationships. Cross Cultural Management: An International Journal, 15(1): 49–60. https://doi.org/10.1108/13527600810848827
• Henderson, J. K. (2005). Language diversity in international management teams. International Studies of Management and Organization, 35(1), 66–80. https://doi.org/10.1080/00208825.2005.11043722
• Herbert, K., Mockaitis ve A. I., Zander, L. (2014). An opportunity for east and west to share leadership: A multicultural analysis of shared leadership preferences in global teams. Asian Business & Management, 13, 257-282. https://doi.org/10.1057/abm.2014.10
• Hinds, P. J., Neeley, T. B. ve Cramton, C. D. (2014). Language as a lightning rod: Power contests, emotion regulation, and subgroup dynamics in global teams. Journal of International Business Studies, 45, 536-561.
• Hinds, P., Liu, L., ve Lyon, J. (2011). Putting the global in global work: An intercultural lens on the practice of cross-national collaboration. Academy of Management Annals, 5(1), 135-188. https://doi.org/10.5465/19416520.2011.586108
• Jarvenpaa, S. L. ve Leidner, D. E. (1999). Communication and trust in global virtual teams. Organization Science, 10(6), 791-815. https://doi.org/10.1287/orsc.10.6.791
• Jimenez, A., Boehe, D. M., Taras, V. ve Caprar, D. V. (2017). Working across boundaries: Current and future perspectives on global virtual teams. Journal of International Management, 23(4), 341-349. https://doi.org/10.1016/j.intman.2017.05.001
• Karaboğa, T., ve Karaboğa, H. A. (2021). Covid-19 pandemisinin işletmelerin dijital dönüşümüne etkisinin bibliyometrik bir incelemesi. Ekonomi İşletme ve Maliye Araştırmaları Dergisi, 3(2), 100-114. https://doi.org/10.38009/ekimad.917105
• Karakas, F. ve Sarigollu, E. (2013). The role of leadership in creating virtuous and compassionate organizations: Narratives of benevolent leadership in an Anatolian tiger. Journal of Business Ethics, 113, 663-678. https://doi.org/10.1007/s10551-013-1691-5
• Klitmøller, A. ve Lauring, J. (2013). When global virtual teams share knowledge: Media richness, cultural difference and language commonality. Journal of world Business, 48(3), 398-406. https://doi.org/10.1016/j.jwb.2012.07.023
• Lee, G., Espinosa, J. A. ve DeLone, W. H. (2013). Task environment complexity, global team dispersion, process capabilities, and coordination in software development. IEEE Transactions on Software Engineering, 39(12), 1753-1771. https://doi.org/10.1109/TSE.2013.40.
• Leiden University. (2020). Yazılım. Erişim adresi https://www.vosviewer.com
• Martikainen, S. J., Kudrna, L. ve Dolan, P. (2022). Moments of meaningfulness and meaninglessness: A qualitative inquiry into affective eudaimonia at work. Group & Organization Management, 47(6), 1135-1180. https://doi.org/10.1177/1059601121104732
• Mell, J. N., Jang, S., ve Chai, S. (2021). Bridging temporal divides: Temporal brokerage in global teams and its impact on individual performance. Organization Science, 32(3), 731-751. https://doi.org/10.1287/orsc.2020.1406
• Mockaitis, A. I., Rose, E. L. ve Zettinig, P. (2012). The power of individual cultural values in global virtual teams. International Journal of Cross Cultural Management, 12(2), 193-210. https://doi.org/10.1177/1470595812439
• Morrison-Smith, S. ve Ruiz, J. (2020). Challenges and barriers in virtual teams: a literature review. SN Applied Sciences, 2, 1-33. https://doi.org/10.1007/s42452-020-2801-5
• Nah, F. F. H., Schiller, S. Z., Mennecke, B. E., Siau, K., Eschenbrenner, B. ve Sattayanuwat, P. (2017). Collaboration in virtual worlds: impact of task complexity on team trust and satisfaction. Journal of Database Management (JDM), 28(4), 60-78.
• Neeley, T. (2015). Global teams that work. Harvard Business Review, 93(10), 74-81.
• Neukam, M. N. (2017). Managing the fuzzy front-end in multicultural teams. European Journal of Innovation Management, 20(4), 578-598. 60- https://doi.org/10.1108/EJIM-11-2016-0112
• Nurmi, N. (2011). Coping with coping strategies: How distributed teams and their members deal with the stress of distance, time zones and culture. Stress and Health, 27(2), 123-143. https://doi.org/10.1002/smi.1327
• Patton, M.Q. (2002). Two decades of developments in qualitative inquiry: a personal, experiential perspective. Qualitative Social Work, 1(3), 261-283. https://doi.org/10.1177/147332500200100363
• Porter, T. H., ve Norris, S. E. (2012). Global Teams. The Encyclopedia of Human Resource Management: Short Entries içinde, 239-242.
• Presbitero, A., ve Teng-Calleja, M. (2019). Ethical leadership, team leader’s cultural intelligence and ethical behavior of team members: Implications for managing human resources in global teams. Personnel Review, 48(5), 1381-1392. https://doi.org/10.1108/PR-01-2018-0016
• Rahman, M. M., Dana, L. P., Moral, I. H., Anjum, N., ve Rahaman, M. S. (2022). Challenges of rural women entrepreneurs in Bangladesh to survive their family entrepreneurship: a narrative inquiry through storytelling. Journal of Family Business Management, 13(3), 2043-6238. https://doi.org/10.1108/JFBM-04-2022-0054
• Roberson, Q. M., ve Colquitt, J. A. (2005). Shared and configural justice: A social network model of justice in teams. Academy of Management Review, 30(3), 595-607. https://doi.org/10.5465/amr.2005.17293715
• Santistevan, D. ve Josserand, E. (2019). Meta-teams: Getting global work done in MNEs. Journal of Management, 45(2), 510-539. https://doi.org/10.1177/0149206318793184
• Scott, M. E. (2013). “Communicate through the roof”: A case study analysis of the communicative rules and resources of an effective global virtual team. Communication Quarterly, 61(3), 301-318. https://doi.org/10.1080/01463373.2013.776987
• Stratone, M. E., Vătămănescu, E. M., Treapăt, L. M., Rusu, M. ve Vidu, C. M. (2022). Contrasting traditional and virtual teams within the context of COVID-19 pandemic: from team culture towards objectives achievement. Sustainability, 14(8), 4558. https://doi.org/10.3390/su14084558
• Szymanski, M., Alon, I. ve Kalra, K. (2021). Multilingual and multicultural managers’ effects on team performance: insights from professional football teams. Multinational Business Review, 30(1), 40-61.
• Tang, J. C., Zhao, C., Cao, X., ve Inkpen, K. (2011). Your time zone or mine? A study of globally time zone-shifted collaboration. Proceedings of the ACM 2011 conference on Computer supported cooperative work içinde (235-244 ss.). https://doi.org/10.1145/1958824.1958860
• Zander, L., Mockaitis, A. I., ve Butler, C. L. (2012). Leading global teams. Journal of World Business, 47(4), 592-603. https://doi.org/10.1016/j.jwb.2012.01.012