The purpose of this mixed method study was to increase understanding of the essential elements that accelerate or decelerate global hybrid team effectiveness, building upon knowledge to date in this area. By starting with the qualitative phase and then moving into the quantitative phase, the study attempted to identify essential elements of global team effectiveness in a case study situation with global hybrid teams from a single organization. This was done by interviewing members from six teams; then gauging team effectiveness through use of an already validated and reliable survey; and, finally, testing key themes that emerged with a survey developed by the researcher to further validate global team effectiveness accelerators and decelerators. The study utilizes the McKinsey 7-S Model as part of its framework for capturing and analyzing data. Pulling together findings from the qualitative and quantitative phases, the study proposes that a global hybrid team may be the best choice for an organization to utilize when the following conditions exist: (a) the team has been tasked with a major deliverable which is critical to the future success of the organization and (b) the team will exist for a longer period of time, approximately 18 months to three years. The study also proposes a model for accelerating global hybrid team effectiveness through the use of Global Working behaviors. This study proposes that a new set of behaviors, Global Working behaviors, must be understood, utilized, and developed in global hybrid teams in order to accelerate effective team functioning. Global Working, while firmly rooted in cross-cultural understanding, moves beyond a focus on developing cross-cultural understanding skills into a more mature and widespread realm of behaviors, named in this study as Global Working behaviors. These behaviors are not simply exhibited by team members, but may fall to the team leader, the senior leadership team, or the functional manager in order to fully support global team effectiveness. The findings from this research indicate that organizations utilizing global hybrid teams must take care to accelerate effective team functioning by either minimizing or eliminating decelerators of global team effectiveness or accelerating global team effectiveness.
|Advisor:||Yaeger, Therese F.|
|Commitee:||Kjar, Robert C., Sorensen, Peter F.|
|School Location:||United States -- Illinois|
|Source:||DAI-A 74/08(E), Dissertation Abstracts International|
|Subjects:||Management, Organization Theory|
|Keywords:||Global hybrid teams, Team effectiveness|
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