Introduction
Overcoming a number of obstacles is a necessary part of the intricate and multidimensional process of
creating a cross-cultural team. Given the prevalence of cross-cultural collaboration on projects in today's
globalized business world, it is critical to comprehend the elements that lead to effective cross-cultural
team formation. The "From OEM Supplier to A Global Leading Company" case study offers insightful
information about the workings of these kinds of teams (Wu & Lee 2014).
Building a Cross-Cultural Team
1-Diversity
To begin creating a cross-cultural team, diversity and inclusion must be guaranteed. Putting together a
team with people from different cultural backgrounds is essential. In the instance of Giant Bicycles, the
business broadened its reach internationally and took into account the reality that nations serve as both
factories and markets. With this strategy, Giant was able to successfully enter new markets and cultures.
2-Cultural Sensitivity
Team members need to be understanding of different cultures and tolerant. Fostering a culture in which
people value and respect the distinctions among team members is crucial (Zamborsky, 2016). In Giant's
instance, it had to comprehend the particular requirements and tastes of customers in diverse countries
when it entered new markets. Its success was partly attributed to this sensitivity.
3- Communication
An essential component of cross-cultural teams is communication. Misunderstandings can result from
differences in communication styles, language difficulties, and non-verbal clues. Companies need to
support open communication and make language training investments in order to get past this. Effective
marketing communication may cross cultural barriers, as demonstrated by Giant's sponsorship of
international bicycle teams and the opening of stores exclusively for female customers.
Challenges Facing Managers
1. Cultural Misunderstandings
The possibility of cultural misunderstandings is one of the biggest problems managers face. These could
spark arguments and impede the group's advancement. To lessen this difficulty, managers must encourage
team members' cultural sensitivity and awareness.
2. Differing Work Styles
People in cross-cultural teams frequently have different work styles, which can cause misunderstandings.
While some cultures value formality and hierarchy above all else, others might favor a more egalitarian
outlook. Supervisors ought to promote adaptability and compromise.
3. Time Zone and Communication Barriers
It might be difficult to plan meetings and maintain real-time communication when team members are
dispersed across multiple time zones. To tackle these problems, managers need to implement transparent
communication guidelines and adopt technology that facilitates remote cooperation.
Strategies to face Challenges
1. Cross-Cultural Training
Team members can participate in cross-cultural training programs that managers can put in
place. These courses aid participants in comprehending the subtle cultural differences,
communication preferences, and work ethics of their peers.
2. Diverse Leadership
Ascertain that the group's leadership is equally varied. The attitude of the entire team can be
established by having leaders that recognize and value the differences between cultures.
3. Technological Solutions
Make use of technology to collaborate and communicate more effectively. Utilize tools that
promote virtual teamwork, such as project management software and video conferencing (Wu &
Lee 2014).
4. Conflict Resolution Procedures
Establish precise procedures for resolving disputes. Promote open communication and offer
advice on how to resolve disputes amicably.
Conclusion
In today's international business environment, creating and leading cross-cultural teams is
crucial. As Giant Bicycles has shown, these teams may foster creativity and success by bringing
a variety of viewpoints to the table. Nonetheless, leading such groups necessitates resolving the
difficulties brought on by cultural differences. Organizations can leverage the potential of cross-
cultural teams and accomplish their global business objectives by fostering diversity, cultural
awareness, and effective communication practices.
References:
1. Wu, W., & Lee, Y. (2014). From OEM supplier to a global leading company. Journal of Business
Case Studies, 10(3), 225-230. https://my.uopeople.edu/pluginfile.php/1184448/mod_book/
chapter/273973/U8%20OEM%20to%20Global%20Leader.pdf
2. Zamborsky, P. (2016). International business and global strategy. Bookboon.com
https://my.uopeople.edu/pluginfile.php/1184419/mod_page/content/5/TEXT
%20internationalbusiness-and-global-strategy.compressed.pdf
3. Jessen, S.A. (2010). Project Leadership -- Step by Step: Part I. Bookboon.com
https://my.uopeople.edu/pluginfile.php/1184419/mod_page/content/5/TEXT
%20projectleadership-step-by-step-part-i.pdf
