Global Communication and Collaboration Global Project Management, Global Sourcing, Cross-Cultural Competencies

Speed, social change, historical inheritance and cultural gaps are key factors which have significant impact on global collaboration and global sourcing. The author explains how working in virtual teams in a global, multicultural environment requires a significant amount of organizational and behavi...

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Bibliographic Details
Main Author Gronwald, Klaus-Dieter
Format eBook Book
LanguageEnglish
Published Berlin, Heidelberg Springer Nature 2017
Springer
Springer Berlin / Heidelberg
Springer Berlin Heidelberg
Edition1
Subjects
Computer Science
Conflict Management Styles
Cross-Cultural Competencies
Cultural Economics
Emerging Markets/Globalization
General management
Global Project Management
Global Sourcing
Information Systems Applications (incl. Internet)
Intercultural communication
International business enterprises
International business enterprises-Cross-cultural studies
Management of Computing and Information Systems
Project Management
Virtual Teams
Online AccessGet full text

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Table of Contents:
  • 6.3.1 Five Challenges to Virtual Team Success (Kirkman et al. 2002) -- 6.3.2 Managing Virtual Teams (Reiche 2013) -- 6.3.3 Making Virtual Teams Work (Watkins 2013) -- 6.4 Innovation in Global Delivery and Virtual Teams (Neumann 2012) -- 6.5 Decisions: Virtual Team Best Practices -- 6.6 Assigned Reading -- References -- Chapter 7: Conflict Management in International Projects -- 7.1 Hofstede's Dimensions of National Culture (Hofstede 2001) -- 7.2 Differences Between Cultures on the Value Dimensions (Hofstede 2016) -- 7.3 Thomas &amp -- Kilman's Conflict Management Styles (Thomas and Kilmann 2015) -- 7.4 Culture and Conflict Management (Mohammed et al. 2008) -- 7.4.1 Competitor -- 7.4.2 Accommodator -- 7.4.3 Avoider -- 7.4.4 Collaborator -- 7.4.5 Compromiser -- 7.4.6 Conflict Management Style Ranking Total Average -- 7.5 Decisions: Conflict management style ranking -- 7.6 Assigned Reading -- References -- Part III: Course Material -- Abstract -- Chapter 8: Papers and Cases -- 8.1 Lionel Messi's shoes: 'The greatest insult in Egyptian history?' (CNN 2016) -- 8.2 Airbus Industries (Airbus 2015) -- 8.3 CRM Contributes to a Scary Halloween for Hershey (techtarget 2004) -- 8.4 Global Sourcing: Shifting the Focus from Cost Saving to a Strategic Set-up (Gronwald 2012) -- 8.5 Successful People Strategies for Innovation in Global Delivery and Virtual Teams (Neumann 2012) -- 8.6 Advancing Intercultural Competencies for Global Collaboration (Messner and Schaefer 2012) -- References -- Chapter 9: Company Profiles -- 9.1 Global Results -- 9.2 Global and Regional Revenue Market Share -- 9.2.1 Global Revenue Market Share -- 9.2.2 Market Share Americas by Revenue -- 9.2.3 Market Share Europe by Revenue -- 9.2.4 Market Share Africa by Revenue -- 9.2.5 Market Share Asia Pacific by Revenue -- 9.3 Global Volume Market Share -- 9.3.1 Global Market Share by Volume
  • Intro -- Preface -- Contents -- List of Figures -- List of Tables -- Chapter 1: Introduction -- 1.1 Introduction -- Part I: Role Based Business Simulation -- Abstract -- Chapter 2: Preparation and Initiation -- 2.1 Preparation -- 2.2 Game Structure and Organization -- 2.3 Step 1: Supervisor Registration -- 2.4 Step 2: Creating Classes -- 2.5 Step 3: Creating Games -- 2.6 Step 4: Register Students -- 2.7 Student Login -- 2.8 The Story -- 2.8.1 History -- 2.8.2 The Presence -- 2.9 The Game -- 2.9.1 Phase 1: Global Sourcing Initiative -- 2.9.2 Phase 2: Emerging Economies -- 2.9.3 Phase 3: Intercultural Competence -- 2.9.4 Phases 4, 5: International Project Management, Virtual Teams -- 2.9.5 Phase 6: Conflict Management in International Projects -- 2.10 Roleplay -- References -- Part II: Course Content and Theory -- Abstract -- Chapter 3: Global Sourcing Initiative -- 3.1 Global Sourcing Principles -- 3.2 Global Sourcing Strategies -- 3.2.1 Delivery Model -- 3.2.2 Client-Vendor Partnership -- 3.3 Supplier Consolidation: Status -- 3.4 Gdigservices -- 3.4.1 Gdigservices Profile and Delivery Model -- 3.4.2 Gdigservices Capabilities Evaluation -- 3.5 Idktech -- 3.5.1 Idktech Profile and Delivery Model -- 3.5.2 Idktech Capabilities Evaluation -- 3.6 Sourcing Objectives -- 3.6.1 Performance Objectives -- 3.6.2 Financial Objectives -- 3.6.3 Relationship Objectives -- 3.7 Final Vendor Selection Process -- 3.7.1 Phase 1: Paired Comparison Method -- 3.7.2 Phase 2: Scoring Model -- 3.8 Engagement Roadmap: Maturity in Engagement Governance -- 3.9 Organizational Readiness -- 3.10 BS7799 and ISO20000 -- 3.11 ITIL: Information Technology Infrastructure Library -- 3.12 Capability Maturity Model Integration -- 3.12.1 CMMI: Capability Level -- 3.12.2 CMMI: Maturity Level -- 3.12.3 CMMI: Services -- 3.13 Six Sigma -- 3.14 Lean IT
  • 3.15 Decisions: Paired Comparison Method and Scoring Model -- 3.16 Decisions: Global Sourcing Priorities -- 3.17 Assigned Reading -- References -- Chapter 4: The Challenges of Working with Emerging Economies -- 4.1 How to Identify Emerging Economies -- 4.2 The Gini Index -- 4.3 The Educational Challenge -- 4.4 Global Sourcing Risk Assessment -- 4.4.1 The Infosys Case (GadgetsNow 2010) -- 4.4.2 The Satyam Case -- 4.5 Emerging Economies and Innovation -- 4.6 Decisions - Emerging Economy Risks -- 4.7 Assigned Reading -- References -- Chapter 5: Intercultural Competencies -- 5.1 Environment of International Cooperation -- 5.1.1 The Traditional Approach: International Trade, Foreign Direct Investment and Firm Internationalization (Morgan and Katsikeas 1997) -- 5.1.2 Global, Transnational, International and Multinational Companies (Hines 2007) -- 5.2 Theory in International Business (Grosse and Behrman 1992) -- 5.3 Generation "D" as Synonym for the Future International Manager (Gooderham et al. 2013) -- 5.4 The Cage Distance Framework (Ghemawat 2001) -- 5.5 About Globalization: People's Voice (Jim 1999) -- 5.5.1 Globalization: Positive Aspects -- 5.5.2 Globalization: Negative Aspects -- 5.6 Globalization: China's Big Mac Attack (Watson 2000) -- 5.7 Manage Generic Cultural Differences -- 5.7.1 The Process of Management (Littrell 2008) -- 5.7.2 The Problem of Planning (Littrell 2008) -- 5.7.3 Monochronic and Polychronic Time (Hall E and Hall M 1990) -- 5.7.4 Time Orientation (Hall E and Hall M 1990) -- 5.7.5 High and Low-Context Cultures (Hall E and Hall M 1990) -- 5.8 Decisions: Intercultural Competencies -- 5.9 Assigned Reading -- References -- Chapter 6: International Project Management -- 6.1 Stakeholder Management -- 6.1.1 Why Projects Fail -- 6.1.2 Project Success -- 6.2 Stakeholder Engagement Approaches (stakeholdermap.com 2016) -- 6.3 Virtual Teams
  • 9.3.2 Market Share Americas by Volume -- 9.3.3 Market Share Europe by Volume -- 9.3.4 Market Share Africa by Volume -- 9.3.5 Market Share Asia Pacific by Volume -- 9.4 Global EBITDA Market Share -- 9.4.1 Global Market Share by EBITDA -- 9.4.2 Market Share Americas by EBITDA -- 9.4.3 Market Share Europe by EBITDA -- 9.4.4 Market Share Africa by EBITDA -- 9.4.5 Market Share Asia Pacific by EBITDA -- 9.5 Alpha Beer -- 9.5.1 Alpha Beer Results -- 9.5.2 Global Presence Alpha Beer -- 9.5.3 Alpha Beer Market Share -- 9.5.4 Alpha Beer Portfolio -- 9.5.5 Alpha Group Organization Chart -- 9.5.6 Alpha Global IT &amp -- Business Servicers -- 9.6 Green Beer -- 9.6.1 Green Beer Results -- 9.6.2 Global Presence Green Beer -- 9.6.3 Green Beer Market Share -- 9.6.4 Green Beer Portfolio -- 9.6.5 Green Group Organization Chart -- 9.6.6 Green Global IT Organization Chart -- 9.7 Royal Beer -- 9.7.1 Royal Beer Results -- 9.7.2 Global Presence Royal Beer -- 9.7.3 Royal Beer Market Share -- 9.7.4 Royal Beer Portfolio -- 9.7.5 Royal Group Organization Chart -- 9.7.6 Royal Global IT Organization Chart -- 9.8 Wild Horse Beer -- 9.8.1 Wild Horse Beer Results -- 9.8.2 Global Presence Wild Horse Beer -- 9.8.3 Wild Horse Beer Market Share -- 9.8.4 Wild Horse Beer Portfolio -- 9.8.5 Wild Horse Group Organization Chart -- 9.8.6 Wild Horse Global IT Organization Chart -- Chapter 10: Global Service Provider Profiles -- 10.1 Gdigservices: Profile and Delivery Model -- 10.1.1 History -- 10.1.2 Global Footprint -- 10.1.3 Building Right Capability and Leadership -- 10.1.4 Globally diversified service portfolio -- 10.1.5 Engagement Roadmap -- 10.1.6 Investing in Optimized Global Delivery Model -- 10.1.7 Gdigdelivery: Applied Innovation to Application Support -- 10.1.8 Outsourcing Challenges and Traditional Delivery Models -- 10.1.9 gdigDelivery Versus Traditional Outsourcing Challenges
  • 10.1.10 Organizations suited for gdigDelivery -- 10.1.11 gdigDelivery Service Offerings -- 10.1.12 Gdigservices Execution model -- 10.1.13 Gdigservices Tools -- 10.1.14 Pricing Models -- 10.1.15 Operational Model: Security and Ticket Allocation -- 10.1.16 Value Proposition -- 10.1.17 Governance Structure -- 10.1.18 Governance Organization -- 10.2 Idktech: Profile and Delivery Model -- 10.2.1 History -- 10.2.2 Global Presence -- 10.2.3 Associates -- 10.2.4 Process Models -- 10.2.5 Full Life Cycle Offering -- 10.2.6 Lines of Business -- 10.2.7 Advanced Shared Competency Delivery Model: ASCDM -- 10.2.8 ASCDM: Utilization with Maximized Profitability and Zero Bench -- 10.2.9 Advanced Shared Competency Delivery Versus Dedicated Support -- 10.2.10 Advanced Shared Competency Delivery Model Comparison -- 10.2.11 Competency Tower based Service Delivery -- 10.2.12 Advanced Shared Competency Delivery Benchmark -- 10.2.13 ASCDM Tool Support -- 10.2.14 Sourcing Model -- 10.2.15 Governance Model -- 10.2.16 Governance Participants -- Index