Creating a High Performance International Team

Abstract

European integration and the search for global markets have created many new international teams. Shows that the effectiveness of a team′s performance is strongly related to how the team members interact to achieve their common purpose. Also, that individual performance inside the team is influenced by how the team was created and is managed within the company. Outlines the guidelines and skills that enable team members to create value and high performance from their diverse backgrounds, demonstrating where good international team management differs from national team management and where cross‐cultural issues are likely to have the most impact.