Title page for etd-0208112-142154


[Back to Results | New Search]

URN etd-0208112-142154
Author An-Chen Cheng
Author's Email Address No Public.
Statistics This thesis had been viewed 5350 times. Download 773 times.
Department Human Resource Management
Year 2011
Semester 1
Degree Master
Type of Document
Language zh-TW.Big5 Chinese
Title The Study of Global Team’s Conflict, Culture Intelligence and Team Performance
Date of Defense 2012-01-13
Page Count 79
Keyword
  • global team
  • team conflict
  • team performance
  • cultural intelligence
  • Abstract 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.
    Advisory Committee
  • Ming-Chu Yu - chair
  • Yu-Ping Wang - co-chair
  • Bih-Shiaw Jaw - advisor
  • Files
  • etd-0208112-142154.pdf
  • Indicate in-campus at 5 year and off-campus access at 5 year.
    Date of Submission 2012-02-08

    [Back to Results | New Search]


    Browse | Search All Available ETDs

    If you have more questions or technical problems, please contact eThesys