Russian Federation
With the increasing globalization of economic processes, the number of projects involving representatives of different national cultures increases significantly. The performance of a multinational team depends on the interaction of cross-cultural competencies of team members, the nature of the tasks and national diversity. This article focuses on national diversity in project teams and considers two perspectives on diversity - the amount of diversity and the degree of diversity. The article considers a binational team as a special type of team configuration and analyzes the consequences of binational team composition for team performance in terms of the amount of time spent on intra-group misunderstandings, tensions and conflicts. The study is based on data from Russian-Indian, Russian-Korean and Russian teams. The results show that binational project teams are characterized by a higher level of dysfunctional communications than teams with other cultural configurations.
project management, international management, multinational teams, binational teams, team management
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