Learning teams in a multinational company

To acquire intercultural competence, a multinational corporation, based in France with 12 subsidiaries situated in 10 countries, created global teams that cut across subsidiary boundaries. Team meetings were infrequent, but information and communication technologies led to the creation of virtual communities of practice which cut across subsidiary boundaries. Consequently, subsidiaries became increasingly interdependent with regard to research, product development, sales negotiations with multin...

BPIR Categories

9.3.4 Create & deploy teams
9.4.7 Develop team competencies
9.6.6 Manage & support workforce diversity