| The purpose of the study was to further the understanding of outstanding team performance in various cultural settings and to enable organizations that operate in multiple cultures, and the managers within those companies, to create the conditions necessary to optimize team performance. The focus of the study was to investigate high performing teams in various cultures from the perspective of members of those teams. Participants for the study were drawn from selected high performing teams in a multi-national electronics design automation corporation. Key concepts included national and organizational culture, characteristics of high performing teams, and the influence that culture can have on such teams.;The study used a phenomenological methodology, based on Giorgi and Giorgi's work in phenomenological research in psychology. After narrowing possible participants, three high performing teams from France, India, and the United States were invited to participate. Semi-structured interviews were conducted in person and by telephone. The questions were open in nature, designed to allow the participants to depict their lived experience in high performing teams. Transcripts were made of each interview. Each participant reviewed the transcript of his or her interview, made such changes as necessary, and affirmed the transcript to be accurate. These records became the raw material for the phenomenological analysis.;In the phenomenological tradition, results of the study revealed the essence of high performing teams: a passionate, deep abiding interest in and concern for teammates, customers or end users of the team's output, key constituencies external to the team, and work or output of the team. This essence was evident in each of the teams that participated in the study. However, in addition to that consistent essence, there are certain characteristics that differ, depending on the native culture of the members of the high performing team. Drawing on the work of Javidan, Dorfman, de Lugue, and House for each of the participating teams, differences that appeared to be attributable to the national cultures of the participants are described. Recommendations are offered for organizations that are operating across multiple cultures, managers of such organizations, and for further research. |
