An Empirical Analysis of Managers' Adjustment to Working in Multi-National Project Teams in the Pipeline and Plant Construction Sector.

Puck, Jonas F. and Mohr, Alexander T. and Rygl, David (2008) An Empirical Analysis of Managers' Adjustment to Working in Multi-National Project Teams in the Pipeline and Plant Construction Sector. International Journal of Human Resource Management, 19 (12). pp. 2252-2267. ISSN 0958-5192 . (The full text of this publication is not available from this repository)

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Official URL
http://dx.doi.org/10.1080/09585190802479488

Abstract

This article empirically investigates the adjustment of managers to working in multi-national project teams in the pipeline and plant construction industry. The members of such teams come from diverse national backgrounds and there is no single culture dominating the team. While there has been a lot of research on multi-cultural teams, organizational socialization and expatriate issues, so far these areas have been investigated separately. This article contributes to research in these fields by developing and empirically testing a model containing a number of antecedents and consequences of the adjustment of individuals when working in multi-cultural project teams. The findings highlight the importance of crosscultural sensitivity for individuals’ adjustment in such teams, as well as the positive role of adjustment for individuals’ satisfaction, commitment and intention to stay with the team.

Item Type: Article
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Faculties > Social Sciences > Kent Business School > International Business and Strategy
Depositing User: J. Ziya
Date Deposited: 14 Oct 2010 16:01
Last Modified: 02 Jun 2014 10:59
Resource URI: http://kar.kent.ac.uk/id/eprint/25851 (The current URI for this page, for reference purposes)
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