Cross Border Teams Case Study

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SUMMARY

This research is formed to analyse and discuss the function of cross-border teams and their challenges.
The researcher describes many terms related to cross-border teams, to enable a proper understanding and knowledge of the topic, for the reader.

The first chapter is an introduction about cross-border teams with general information. The second chapter shows a real life example of how the multinational company ‘Deutsche Bank’ works in an international environment.
The third chapter provides a conclusion to this research paper by the researcher.

1. INTRODUCTION

Multinational enterprises exist since the 19th century and their importance is increasing ever since by the rapid growth of globalisation. Most of
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To make the aim a bit more manageable and comprehensible, there are two specific research questions relating to the issues presented in this introductory chapter. Following the expressed focus, the first question is:

Q1: Why are companies working with cross-border teams?
This research question is important for all companies with multinational functions and operations. Before companies start to work with cross-border teams it is also important to understand the functionality of cross-border teams and how they are internationally successful. The outcome of this research question is to show the reader the commercial relevance of Global Business Teams and how international companies transfer working strategies within cross-border teams to be successful.
This leads to the second research question:

Q2: Which strategies do cross-border teams use?
To successfully create a cross-border team, a company needs tactical and logical strategies in order to overcome different barriers. This research paper will present answers to these questions, by using real life examples of the multinational enterprise Deutsche
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Cross-border teams are a company’s way to react to competition and a way to achieve a competitive advantage through knowledge.
Team members from different nations work on common projects, but in offices which are scattered over the whole globe. The majority of the participators speak English, whether as a mother tongue or foreign language, and everyone has to be aware that the other team members have possibly other cultural and linguistic backgrounds. In spite of all that this, consciousness is not often sufficient to work together in mixed teams from the beginning. (Conner, C 2013)
Project collaboration of cross-border teams consist of cultural factors, geographical origin, occupational or environmental status, age, gender, religion or corporate culture. All these project collaboration factors influence cultural identity and the pattern of thinking, feeling and action and the least are aware of this. (Ray, L 2015)
The results of this unconsciousness are severe barriers that have to be overcome by the management of a company and the members of the
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