Sources of Conflicts in International Knowledge Teams

• Autorzy: Jadwiga Kaczmarska-Krawczak , Justyna Trippner-Hrabi
• Języki publikacji: EN

Abstrakty

EN

In international knowledge teams' work, one of the most frequent reasons of conflict occurrence is lack of direct contact. Work virtualization may even incite misunderstandings but not facilitate cooperation between particular people. Misunderstandings, when diagnosed by team leader too late, might disturb or even hinder goal achievement. Conflict may bring positive effects for international team operation, if controllable. Then it leads to enterpreneurship and creativity growth, social activity stimulation, it also inclines the staff to take a stand and present their views to others, and finally it gives a chance to test oneself. Too many frictions or too frequent appearance of them might result in work effectiveness decline, unwillingness to cooperate or even frustration. Hence, there is a need to constantly observe conflict and if necessary, to control its course. Total lack of misunderstandings in teams is not natural and in a sense it prevents from development and creative thinking. Considering the increased participation of international groups in performance of various projects in enterprises, organizations ought to employ leaders proficient in intercultural management techniques, who are cosmopolitans and open to frequent and dynamic changes.(original abstract)

Słowa kluczowe

EN

Conflicts in organisation; Virtual team; International management; Knowledge workers

PL

Konflikty w przedsiębiorstwie; Zespół wirtualny; Zarządzanie międzynarodowe; Pracownicy wiedzy

• Czasopismo: Przedsiębiorczość i Zarządzanie
• Rocznik: 2013
• Tom: 14
• Numer: z. 9 Zarządzanie zasobami ludzkimi
• Strony: 91--100

Twórcy

autor

Jadwiga Kaczmarska-Krawczak

• Społeczna Akademia Nauk w Łodzi

autor

Justyna Trippner-Hrabi

• Społeczna Akademia Nauk w Łodzi

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