Value Creation through Heterogeneous Cultural Team-Based Environments

Ozuem, Wilson and Sarsby, Nicole (2014) Value Creation through Heterogeneous Cultural Team-Based Environments. In: Approaches to Managing Organizational Diversity and Innovation. Advances in Human Resources Management and Organizational Development (AHRMOD) . IGI Global, Hershey, PA, pp. 124-147. ISBN 9781466660069

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Abstract

Previous research has documented cultural heterogeneity within project teams, but still attention mainly centres on project managers who transfer internationally to manage teams of a different culture from their own, or more recently from those who manage virtual teams. Existing literature does not discuss the readiness to manage culturally diverse teams as a result of large-scale EU migration and wider immigration in the UK projectised environments. The objectives of this contribution are: 1) to investigate the factors that influence effective value creation in heterogeneous cultural environments, in both inter- and intra-organisational learning and knowledge creation in the UK project team-based environments, and 2) to illuminate issues of value creation in heterogeneous cultural environments in both public and private team-based project environments. This chapter adds to extant studies of organisational diversity and innovation by elucidating the overwhelming key aspects of cultural heterogeneity and thus explains how challenging it is to affect change in the prevailing praxis, ideas, and values in team-based management.

Item Type: Book Section
Subjects: H Social Sciences > HF Commerce > HF5001 Business
H Social Sciences > HF Commerce > HF5001 Business > HF5549 Personnel management. Employment management
Divisions: Schools and Research Institutes > Business School > Business and Human Resource Management
Research Priority Areas: Applied Business Research
Depositing User: Anne Pengelly
Date Deposited: 15 Mar 2017 12:55
Last Modified: 15 Mar 2017 12:55
URI: http://eprints.glos.ac.uk/id/eprint/4379

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