Global Work Culture and Global Identity, as a Platform for a Shared Understanding in Multicultural Teams

Abstract

As part of the globalizing work environment, new forms of organizations have emerged, ranging from international to multinational and transnational organizations. These forms of organizations require high levels of cross-national interdependence, and often the formation of multicultural teams (MCTs), nested within multinational organizations. Employees who operate in the global multinational context should share common meanings, values, and codes of behaviors in order to effectively communicate with each other and coordinate their activities. What helps global multicultural team members create the social glue that connects them to each other, above and beyond the national cultures to which they belong? We propose that a more macro-level meaning system of a global work culture, which is the shared understanding of the visible rules, regulations, and behaviors, and the deeper values and ethics of the global work context, that is formed outside of the level of national cultures, binds members of MCTs. At the individual level, the representation of these global work values in the self leads to the emergence of a global identity, which is an individual's sense of belonging to and identification with groups (such as MCTs), operating in the global work environment of multinational organizations. The chapter focuses on the potential influence of a global work culture, and of a global identity on the effectiveness of MCTs.

Citation

Shokef, E. and Erez, M. (2006), "Global Work Culture and Global Identity, as a Platform for a Shared Understanding in Multicultural Teams", Chen, Y.-R. (Ed.) National Culture and Groups (Research on Managing Groups and Teams, Vol. 9), Emerald Group Publishing Limited, Leeds, pp. 325-352. https://doi.org/10.1016/S1534-0856(06)09013-X