Incorporating team context into research and practice concerning team effectiveness in multinational organizations still remains an ongoing challenge. The purpose of this dissertation was to explore the influence of industry, corporate culture, structure, strategy and task characteristics on MNTs in business organizations and to develop a more comprehensive framework connecting the internal dynamics with contextual aspects of MNTs functioning in companies in Europe and the USA. The study was conducted in an Austrian (VA TECH), a German (Henkel) and an American company (K&M International). Forty-two problem-centered interviews were conducted with 22 team members and 20 team leaders. Levels of uncertainty, stress and turbulence influence organizations and MNTs since teams and organizations have to reshape their strategies. Multinational strategy has a positive impact on MNTs while companies with a global strategy assign low value to diversity. MNT norms in companies with a strong corporate culture are reflective of the organizational culture. MNTs at companies with a weak corporate culture develop their own unique cultures and deviate from the values and norms set by the organization. Team composition, size and length of cooperation have a moderating effect on MNTs. We could identify several team leader competences that contribute to team success. The results show how teams reduce the complexity of operations by facilitating the creation and transfer of explicit and tacit knowledge and by transferring appropriate dimensions of the HQ corporate culture between geographically dispersed business units. (author's abstract)

During the last years, due to the globalization markets become more and more involved in an international level. Cultural diversity in the workplace is something common nowadays, it involves countless benefits for the companies and the other professional contexts. While simultaneously, it involves conflicts and misunderstandings therefore it is more and more required to get people able to deal with different cultures. The main purpose of our Thesis is to study the process through which an individual becomes able to deal and work with different cultures. In other words, we pretend to discover how someone can become culturally intelligent. This thesis has been conducted using the Grounded Theory method. By analyzing the data we have collected throughout eight interviews from different culturally intelligent people and the data we have obtained by reading literature, we came with the idea that the process for becoming culturally intelligent is composed by three elements: the first one is related with the individual, the second one is related with the interaction of the individual within a multicultural group and the third one is related with the benefits and disadvantages that emerged while someone is working with different cultures.

<p>As the competition is increasing both nationally and globally, the companies are looking for new ways to decrease costs and gain innovation. The latest hot topic is Open innovation (OI), which can be seen as the ultimate limit in terms of accessible expertise, since it makes no difference in valuing an idea in terms of its origin. The trend is that companies are increasingly acknowledging the relevance of external resources, engaging in OI rather than relying exclusively on internal research and development (Chesborough, 2006). There are many types of supplier relations and innovation networks that the companies can take part in, but OI can be seen more as an approach and mindset that should determine <em>how </em>the companies act, whether it’s a question of being more open for ideas from another department, or even towards a competitor company. The companies are often using different types of collaborations and strategy and, potentially, trying to move up “the scale” towards OI.  With this thesis work I propose that there are many different aspects that the companies have to be aware of when moving up the scale from in-house development towards global OI. In reality, not many companies are taking the full advantage of OI, nonetheless knows the perquisites for doing so. OI may be the trend for development of companies, but today the nature of this is complex as companies are using different layers of the supplier and collaboration types in different parts of the organization. The success stories which Chesborough uses to exemplify the concept of OI do not address the grey area, or place on a scale, where many companies are situated in. This study will therefore explore the complexity in managing these collaborations that is not so present in the literature. How do you manage a collaboration that includes supplier relation, partnership and a want for OI at the same time? This means that there has to be a selection on which projects to collaborate with, as well as strategies for collaborating in a more innovative way and the steps that needs to be taken to get there.  In this thesis I am going to use this broad definition of innovation:</p><p>Innovation is the total set of activities leading to the introduction of something new, resulting in strengthening the defendable competitive advantage of a company. (van der Meer, 1996)</p><p>My partner company in this study is a global Telecom company (DU Technology) who would like to learn more about this and improve their collaboration with an Indian Service provider (ITC). These companies will be used as a case study to provide an example on how complex the movement towards OI can be, and what it demands from the companies to succeed. As the companies are working in a global context, I will also highlight the importance of an understanding for the cultural differences that affects collaboration and how to manage these when they are not a part of your own company. <em></em></p>

As the competition is increasing both nationally and globally, the companies are looking for new ways to decrease costs and gain innovation. The latest hot topic is Open innovation (OI), which can be seen as the ultimate limit in terms of accessible expertise, since it makes no difference in valuing an idea in terms of its origin. The trend is that companies are increasingly acknowledging the relevance of external resources, engaging in OI rather than relying exclusively on internal research and development (Chesborough, 2006). There are many types of supplier relations and innovation networks that the companies can take part in, but OI can be seen more as an approach and mindset that should determine how the companies act, whether it’s a question of being more open for ideas from another department, or even towards a competitor company. The companies are often using different types of collaborations and strategy and, potentially, trying to move up “the scale” towards OI.  With this thesis work I propose that there are many different aspects that the companies have to be aware of when moving up the scale from in-house development towards global OI. In reality, not many companies are taking the full advantage of OI, nonetheless knows the perquisites for doing so. OI may be the trend for development of companies, but today the nature of this is complex as companies are using different layers of the supplier and collaboration types in different parts of the organization. The success stories which Chesborough uses to exemplify the concept of OI do not address the grey area, or place on a scale, where many companies are situated in. This study will therefore explore the complexity in managing these collaborations that is not so present in the literature. How do you manage a collaboration that includes supplier relation, partnership and a want for OI at the same time? This means that there has to be a selection on which projects to collaborate with, as well as strategies for collaborating in a more innovative way and the steps that needs to be taken to get there.  In this thesis I am going to use this broad definition of innovation: Innovation is the total set of activities leading to the introduction of something new, resulting in strengthening the defendable competitive advantage of a company. (van der Meer, 1996) My partner company in this study is a global Telecom company (DU Technology) who would like to learn more about this and improve their collaboration with an Indian Service provider (ITC). These companies will be used as a case study to provide an example on how complex the movement towards OI can be, and what it demands from the companies to succeed. As the companies are working in a global context, I will also highlight the importance of an understanding for the cultural differences that affects collaboration and how to manage these when they are not a part of your own company.

Le mode de développement externe le plus répandu pour faire face à l’environnement changeant des entreprises (Jacob et Poitras, 2015) est la fusion-acquisition (Meier et Schier, 2012). L’objectif principal des fusions-acquisitions est souvent la recherche de synergies. Or, pour réaliser les objectifs de la nouvelle entité, les individus doivent collaborer afin de créer l’efficacité collective qui permettra d’ajouter de la valeur au travail réalisé (Morin, 2015). Néanmoins, dans la littérature scientifique, nous ne retrouvons pas les déterminants de la collaboration interindividuelle.Cette thèse propose un modèle de recherche intégrant les différents déterminants de la collaboration. Elle accorde une attention particulière à la mesure de l’influence de la confiance et de la culture sur l’efficacité de la collaboration. À l’appui d’une étude empirique qualitative fondée sur 44 entretiens et d'une étude quantitative reposant sur 301 réponses, les deux effectuées au sein d’Air France-KLM, nous avons pu montrer que la confiance et la culture ont une influence particulière lorsqu’il s’agit de l’efficacité de la collaboration.Notre étude confirme, dans un premier temps, l’importance de l’efficacité de la collaboration en montrant qu’elle détermine pour 68 % la réalisation des objectifs. Ensuite, nous observons que la confiance est l’élément essentiel pour une bonne communication et une forte cohésion sociale, qui expliquent à leur tour ensemble 58 % de l’efficacité de la collaboration. Ainsi, nous constatons que la confiance interpersonnelle influence l’efficacité de la collaboration de manière indirecte. Cela est aussi le cas pour la culture. La distance hiérarchique au sein de la culture d’entreprise et l’évitement de l’incertitude au niveau de la culture nationale ont une influence négative sur la confiance et la cohésion sociale. De même, nous remarquons qu’il existe également une influence indirecte de la culture des individus sur l’efficacité de la collaboration. / Merger-acquisition is the most widespread mode of external development for dealing with the changing environment of business (Jacob and Poitras, 2015). The main objective of a merger-acquisition is most often seeking for synergies. However, in order to achieve the objectives of the new entity, individuals must work together to create collective efficiency that adds value to the work they realize (Morin, 2015). Nevertheless, we find no studies in the scientific literature on how to promote effective inter-individual collaboration after a merger-acquisition.This PhD proposes a research model integrating the various determinants of collaboration and pays particular attention to the extent of the influence of trust and culture that play, according to the existing literature, an important role in the effectiveness of inter-individual collaboration. The results of a qualitative study, based on 44 interviews, and a quantitative study, based on 301 questionnaires, that are both realized at Air France-KLM, allow us to see that trust and culture have an important and indirect influence on the effectiveness of collaboration.Our study confirms firstly the importance of studying inter-individual collaboration by showing that its effectiveness determines 68% of the realization of the objectives of the organization. Secondly, we observe that trust is essential for good communication and strong social cohesion, which in turn account for 58% of the effectiveness of collaboration. Thus, we remark that interpersonal trust influences the effectiveness of collaboration indirectly. This is also the case for culture. Power distances in corporate culture and avoidance of uncertainty in national culture have a negative impact on trust and social cohesion. Since social cohesion and communication determine the effectiveness of collaboration, we could conclude that cultural aspects influence the effectiveness of collaboration indirectly.

The diploma paper: Cross-cultural shock: Russian in the Czech Republic picks up again on the bachelor paper. In the theory part I focused on the intercultural management, cultural dimension, analysis of the economical, diplomatic and political relationship between czech and russian nations. The last one is the cultural shock as a big problem these days. In the practical part I analysed cultural shock of the russian students studing at the University of Economics, Prague.

In my diploma thesis I deal with intercultural competencies, which are a relatively new phenomenon. It started to evolve on the grounds of the influence of globalization and internacionalization. I have made an overview of the changing life of organizations, especially in the area of Human Resource Management, which grows into international extent. I have considered the reasons leading to the growth of the (significant) needs of interculturally educated employees. Recent development of social, political and economical reality indicate the fact, that this need will be more and more urgent in the future. Because of the reducing importance of borders between nations and among economics the contact among members of different cultures in personal and work life is still more frequent and intensive. In the order to be efficient in cooperation with individuals from different cultural environment it is necessary to understand each other, capture the way of partner's thinking and behavior, forbearance and knowledge of cultural specifics. Training focused on development of intercultural competencies is thus an inevitable requirement of employee's preparation to long-term residence abroad and its completion is the precondition of smooth course of adaptation in a foreign country. Therefore, I pay attention to the...

De nombreuses entreprises sont confrontées aux problèmes issus de la pratique de la gestion dans des contextes culturels différents ou avec des équipes internationales provenant de cultures différentes. La délocalisation de certaines activités de l’entreprise, leur expansion commerciale vers de nouveaux marchés, le recours à des fournisseurs lointains et situés dans différents pays, le développement de l’immigration avec des ressources humaines caractérisées par une diversité culturelle engendrent des obstacles à la mise au point de procédures managériales uniformes et un retard dans les prises de décision à cause des facteurs culturels reliés aux décisions managériales. La finalité de l’entreprise est la création de richesses dont bénéficient, directement ou indirectement et à différents degrés, les actionnaires, les employés, la collectivité et les pouvoirs publics. Divers facteurs favorisent le développement des entreprises multinationales implantées dans divers marchés avec des équipes d’employés, d’ouvriers de culture différente ; dont notamment la globalisation des marchés et les nouvelles techniques d’information et de communication qui incitent les entreprises à standardiser l’organisation et les procédures de travail dans toutes leurs activités tout en instaurant un contrôle plus efficace. Cette thèse vise à étudier une situation particulière du management interculturel, l’étape première constituant la rencontre entre des styles managériaux différents : à savoir l’intégration d’une équipe interculturelle. Notre étude porte sur le secteur de l’audit où les processus sont relativement normés au niveau international ; ce choix réside en partie dans la volonté de mettre en évidence les pratiques locales qui y ont cours et de les comparer entre elles.Notre problématique visait à comprendre les formations en management interculturel destinés aux jeunes intégrants des cabinets d’audit. Nous verrons les relations que ces formations entretiennent respectivement avec les notions de sensibilité interculturelle et de compétence interculturelle / Numerous companies are confronted with the problems from the practice of the management in different cultural contexts or with international teams resulting from different cultures. The relocation of certain activities of the company, their commercial expansion towards new markets, the appeal to suppliers distant and situated in various countries, the development of the immigration create obstacles to the clarification of uniform manager procedures and a delay in decision-making because of the cultural factors connected with the manager decisions. The end of the company is to make benefit for the shareholders, the employees, the community and the authorities. Diverse factors faciliate the development of the multinational companies implanted in diverse markets with teams of employees, workers of different culture; among which notably the globalization of markets and new techniques of information and communication which incite companies to standardize the organization and the working procedures in all their activities.

La RSE est un concept protéiforme qui se développe dans toutes les régions du monde. Depuis ses origines éthiques américaines, ce concept a évolué pour embrasser d’autres acceptions économiques, managériales et politiques. Il s’est complexifié en prenant des formes diverses de diffusion selon la géographie, constituant ainsi un vaste domaine de la recherche. De façon synthétique deux approches s’y opposent : une tendance à l’universalisation du concept, et une autre tendance portée vers la contextualisation. Si l’approche, en Amérique, est qualifiée d’explicite et d’utilitariste fondée sur des déterminants éthiques et philanthropiques, en Europe elle est plutôt implicite, coordonnée et fondée sur des caractéristiques institutionnelles et organisationnelles. Au niveau des pays en développement, les modalités de diffusion de la RSE se distinguent selon les contextes et les environnements locaux. Au Maroc, cet état de fait a été expliqué dans la littérature par différents déterminants tels que la culture et les valeurs locales, y compris religieuses, la nature des dynamiques institutionnelles et leur maturité ainsi que les rapports entre les parties prenantes, les représentations du développment durable et l’organisation dans l’entreprise. C’est dans ce cadre que nous proposons d’approfondir la recherche sur la diffusion de la RSE chez AXA Maroc, une filiale de la multinationale AXA dans un cadre théorique constructiviste en mobilisant des approches communicationnelles et organisationnelles. Notre travail a constitué, dans le contexte marocain, à une approche pratique et nous avons développé un modele fondé sur les composantes de la RSE, des TIC et du Management Interculturel pour palier les barrières managériales basées sur les différences culturelles. / CSR is a protean concept that is growing in all parts of the world. Since its American ethical origins, this concept has evolved to embrace other economic, managerial and political aspects. Geographically, it has become more complex by taking various forms of distribution, hence, forming a vast field of research. In general, two approaches contradict it : one tends to universalize the concept, and the other tends towards contextualization. If the approach in America is described as being explicit and utilitarian based on ethical and philanthropic determinants, in Europe it is rather implicit, coordinated and based on institutional and organizational characteristics. In terms of developing countries, the modalities of distribution of CSR differ depending on the Contexts and the local environment. This was explained in literature in Morocco, by various determinants such as culture and local values, including religious ones, nature of institutional dynamics and their maturity as well as the relations between the stakeholders, the representations of sustainable development and the organization in the company. It is within this framework that we propose further research on the distribution of CSR at AXA Morocco, a subsidiary of AXA multinational in a constructivist theoretical framework by mobilizing communication and organizational approaches. Our work has formed a practical approach in Moroccan context and we have developed a model based on the components of CSR, ICT and Intercultural Management to overcome the managerial barriers based on cultural differences.

The diploma thesis deals with the employment of people from developing countries in the Czech Republic, with the focus on the workers from Latin America. The aim of the thesis is to analyse the current situation of the employment of Latino American workers in the Czech Republic and to suggest possible ways of improvement. The possible suggestions to improve the situation are general recommendations for the employers with the intention to raise their awareness about the employment of workers coming from different cultural environments. The thesis consists of theoretical and practical part. The theoretical part represents the literature review. The practical part is based on the qualitative analysis of semi-structured interviews with twelve Latino American respondents that have working experience in the Czech companies.