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Choose a business with international implications and two or

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nations that will interact in a team environment within that business. The business could currently operate in at least two nations or could have a future business strategy that expands into other nations. Create your own Opening Case Study that describes a team communication conflict scenario between members of two or

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nationalities

Running head: ANALYSIS OF GLOBAL TEAMWORK
Analysis of Global Teamwork of Tesla Gigafactory 3
Aminata Niasse
Diana Subhashini Kondeti
Tingyu Sandy Hsu
Concordia University St. Paul
Instructor: Joel Schuessler, Ph.D.
1
ANALYST GLOBAL TEAMWORK
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Abstract
Tesla is not alone in companies that have expanded their reach of consumers and workforce
across different countries. Organizations that do so are looking to attract a new group of buyers
to increase the profit of the company. However, one issue that the majority of companies run into
with new groups of consumers and workforce is that this brings about new cultures, values, and
differences. In order to see the desired results companies like Tesla must work through these
differences and navigate the project teams and the organization to a successful outcome. Cultural
lenses are not only applicable to workforces, but to social interactions individuals have with
people from different cultures. Once these cultural lenses are understood, a new perspective on
cultural differences will be had and will, hopefully, lead to increased collaboration and harmony
for society at large.
Keywords: Tesla, Project Team, Collaboration, Cultural Lens
ANALYST GLOBAL TEAMWORK
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Analysis of Global Teamwork of Tesla Gigafactory 3
In October 2018, Tesla officially acquired an 864,885-square meter plot in the Lingang
area of Shanghai for the electric car maker’s first factory outside of the United States. Tesla could
significantly reduce costs by producing in China, the world’s largest market for electric vehicles
(Cheng, 2018). As the world’s second-largest economy and its top manufacturing power, China
produces more of everything than anyone else, having blown past the output of the United States
in 2010.
The Gigafactory in the Lingang Industrial Zone in Shanghai is the biggest foreign
investment in manufacturing the city has ever seen. Furthermore, the government in Shanghai
reiterated Tesla’s initial target to make 250,000 cars a year and would eventually ramp up to
500,000 cars in the future. That number is quite staggering as that figure would be roughly five
times the number of vehicles the company currently produces in the United States (Wang, 2018).
The company has said it is operating at a 55-60% cost disadvantage versus their domestic
counterparts due to ocean transport costs and tariffs. Tesla’s first factory outside of the United
States will produce “affordable versions” of the Model 3 and its yet-to-be-unveiled Model Y
crossover for customers throughout China.
Time is certainly of the essence for the California-based Tesla. Until the new factory
opens its doors, Tesla will have to continue to rely on importing all of their vehicles from outside
of the United States, which would extend its exposure to the risks associated with the U.S.-China
trade war. However, if the issues found in the following case study between Tesla employees
from America, China, and India are not resolved, Tesla may have additional problems besides
time in achieving increased production of vehicles.
ANALYST GLOBAL TEAMWORK
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Case Study
An American transplant has been relocated from California to China in order to ensure
that production standards and throughput does not decline from those seen at the factory in the
United States to the new factory in Shanghai. Brian is the procurement manager of Tesla’s
overseas Gigafactory located in Shanghai. Brian has been in the procurement industry for many
years and through hard work and expertise, he has gained on the job he was promoted to look
after the Chinese factory and recently located from California to Shanghai in January 2018. In
addition to other responsibilities, his main role within the organization is that of purchasing
machinery for the new factory.
Brian must be in constant communication with Ying Chen, the regional sales manager at
Ali, Inc., a small China engineering company that designs and manufactures custom parts for the
machine and supply worldwide. Ying does not share the same work experience that Brian has.
Although Ying is well-educated and brings ideas to the table, this is her first position of
leadership and she is over her head. Ying has gained her position because her father is close
friends to the Chinese manager of Gigafactory.
For Tesla to continue to produce the numbers in the Shanghai-based factory that were
forecasted, engineers from India are deployed from Mumbai to Shanghai to undergo training on
the new machines and technology. The team of engineers is comprised of an all-male, Indian
team that has worked together on numerous projects for a number of organizations together. For
the duration of three months, each Indian engineer is assigned to work with one American guide
who is their counterpart that has also been transplanted to China.
Unfortunately, the work being completed by the Chinese team in the new factory is not
up to the standards that were agreed upon. Quality is suffering, deadlines are being missed, and
ANALYST GLOBAL TEAMWORK
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the team from India are not receiving the amount of communication flow that is expected during
a project. This angers Brian greatly as he lives by the motto that, “Time is money.” So, Brian to
reach out to the team from India to discuss the issues before he contacts Ying to tell her like it is.
He lays all of the cards on the table and voices his frustration and concerns.
While speaking with the team from India, the senior member of the team, Rahul, has
some very damaging remarks regarding Ying and that issues with the project stem from the fact
that a woman is in charge. Moreover, the team from India resorts to helping each other out and
learning as a group on how to move forward with their work. The Indian team, feeling that they
are not getting the information necessary, engage in this frugal engineering where there is a
general disregard for keeping rules in an attempt to just make things work.
After hearing the team from India’s displeasure with Ying, Brian responds by saying that,
“Everyone must be treated fairly regardless of gender, race, or religion and that there are more
pressing matters than the sex of those in charge.”
Brian then reached out to Ying and explained, “Our engineering team needs the requested
changes to be integrated into production moving forward in order to accommodate a revised
product design. If the requested changes are not implemented then any parts that are produced
after the revised product design occurs will not fit on the updated system. Furthermore, the
Indian team has some concerns about the communication between the Chinese factory and the
team from India.”
This being Ying’s first leadership role she is really unsure of how to respond. She was
giving this position based on the Chinese guanxi. Ying replied, “I am afraid we are unable to do
that. We have already designed the part in question because it was previously approved by your
team. In the event that we need to make changes to parts, the cost will increase substantially and
ANALYST GLOBAL TEAMWORK
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the amount of time it takes to manufacture will increase as well. Moreover, this was not in the
original agreement that both of our companies signed. I am unsure of how to bring this up to my
boss as he is the one who negotiated the contract. As far as the team from India goes, I have
reached out to them multiple times, but it seems as they do not listen to my ideas or respond to
my attempts to contact them. It is almost impossible to speak with any of them because they all
look out for each other and have a pack mentality and will not speak to me on a one-to-one
basis.”
In the same time Ying’s unwillingness to bring this issue to light with her boss. Brian
replied, “Ying, the change is necessary in order to satisfy the new design. I am very disappointed
at your response. You have already charged us a great deal, and you agreed to provide the
technology necessary to support our growth in the market. Since the original agreement was
signed, the market itself has changed. If we stay with the original design and specifications, we
will most definitely lose our competitive edge. The relationship between our companies spans
many more projects than this specific agreement. We hope to work with you for many years to
come and if this issue is not resolved it will certainly strain our relationship moving forward.”
The difficulties seen between the American, Chinese, and Indian teams comes down to
issues not only with project management, but also cross-cultural differences as well. However,
not only does the project team stretch across the globe, but so too does Tesla’s customer reach.
ANALYST GLOBAL TEAMWORK
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Industry Research around Case Study
Tesla was founded in 2003 by Silicon Valley engineers who wanted to prove that electric
vehicles could be “awesome” to drive when compared to gasoline cars. The company’s head
office is located in Palo Alto, California. Tesla’s vehicles are produced at its factory in Fremont,
California, where the vast majority of the vehicle’s components are also made (Tesla, 2019).
As Tesla continues to expand its product line, Tesla reports that every part of their Model
3 production process in Fremont has demonstrated the ability to reach a rate of 7,000 cars per
week over a 24-hour basis. They target a sustained rate of 7,000 cars per week by the end of the
year, which annualizes to a rate of 350,000 cars per year, but that’s just out of the Fremont
factory.
Tesla also announced plans to start production on Model 3 at Gigafactory 3 located in
Shanghai. By the end of the year, they want production of Model 3’s to start in China with a
goal of hitting 3,000 units per week, bringing the total up to 10,000 per week globally, or an
annualized rate of 500,000 per year. Tesla also has worldwide branch offices, which gives
support to its target market. Today, Tesla builds not only all-electric vehicles, but also some
energy storage products. Tesla believes the faster the world stops relying on fossil fuels and
moves towards a zero-emission future, the better.
Tesla may primarily be an electric vehicle company, but its journey from Roadster to the
latest Model 3 has spun off many new technologies, some of which are state-of-threat and some
are yet to be developed. The current vehicle line-up of Tesla includes a cavalcade of Model S,
Model X, and latest Model 3. Tesla has discontinued production of its first model Roadster. All
the Tesla cars are fully electric and use lithium-ion cells to power induction motors. Model 3 is
the most economic model with a base price tag of $35,000. Model S is the luxury sedan with a
ANALYST GLOBAL TEAMWORK
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base price starting from $74,500. Model X is the luxury SUV with falcon wing doors and may
cost a base price of $79,500.
All the Tesla models are high performance vehicles with the induction motors producing
instant torque, which may be an attractive feature to many car enthusiasts. Moreover, Tesla
provides lifetime free charging facility through its green power superchargers that are available
in selected regions of the US.
Increased pressure will continue coming from rival sellers as electric car firms are
generally more aggressive in innovating and promoting their products when compared to normal
gasoline vehicles. Furthermore, the competition from potential new entrants to the industry is
weak which Tesla’s business is difficult to compete with, especially because of the high cost of
R&D, along with the brand development cost. Concerning competition from producers of
substitute products, Tesla will only experience a very low impact of substitutes on the
automotive industry.
Gigafactory 3 is first plant outside the U.S. for the electric auto manufacturer, from Qiu
(2019) the new Shanghai factory is expected to begin production in the second half of 2019.
Shanghai is the epicenter of China’s auto industry, the Tesla brand is growing in popularity in
China despite a rising rivalry from Nio – a local electric auto manufacturer (Cheng, 2019). Other
electric vehicle manufacturers in China include BYD Auto, BAIC Group, and governmentowned Shanghai Automotive Industries Corp.
Tesla mainly focuses on investor interest for the expansion forecast in support of electric
vehicles. Tesla has made numerous innovations with technology that is centered on the Model S
that has drawn serious interest from consumers. These technologies have also influenced the
quality of vehicles that Tesla produces. For instance, both the Model S and Model 3 have made
ANALYST GLOBAL TEAMWORK
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serious improvements on current technologies related to electric cars. This has, therefore,
contributed to the increased production of affordable electric cars, which are friendly to the
environment and emit lower levels of energy (Hirsch, 2019).
Musk said that, “China is becoming the global leader in electric vehicle adoption, and it is
a market that is critical to Tesla’s mission to accelerate the world’s transition to sustainable
energy.” An automotive value chain study from Kuang et al.(2017) pointed out that the foreign
innovation technology such as Tesla will have a great impact on traditional automotive
companies throughout China. The Gigafactory in Shanghai will change the product forms and
service patterns seen within the traditional automotive industry in the country, which will lead to
profound transformation of value creation in each link of the automotive value-chain.
Leadership
Elon Musk’s leadership at Tesla is grounded upon a holistic strategy that looks to address
the issue of green energy with projects like Tesla Energy and Solar City that are expected to fuel
Tesla’s superchargers in the future. The above strategy sets Tesla far ahead of any other
automobile giants.
Elon Musk, is a transformational leader. His leadership style makes managing changes
pretty much very eminent if he wants to successfully lead. When Musk came onboard with Tesla
Motors, the company was struggling with getting funded due to lack of confidence in electric
cars in the market and a doubt about Tesla being able to withstand an enormous backlash from
the industry giants. It was segregation of market, which segregated into fuel-driven car
companies on one side and Tesla on another.
He has an incredible vision, is dedicated, and perseveres over all conditions as he strives
to actualize his vision. Also, he is able to influence people to believe in his vision. He is said to
ANALYST GLOBAL TEAMWORK
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be a leader who cannot conceive failing. His remarkable vision and drive makes his leadership
style that much more meaningful and intoxicating to those who follow him. In all his
innovations, Musk aims high on the target achievements of the industry.
As an example of transformational leaders, Musk conflicts with other leaders who resist
change. One of the few quotes from Elon Musk’s biography that Vang (2016) managed to
capture from Tesla’s leader was, “Constantly seek criticism. A well thought out critique of
whatever you’re doing is as valuable as gold.” Concerning this, he has the ability to change the
minds of his employees by motivating them to work more positively in project development.
From the perspective of Glen and McManus (2014) they point out one method for
motivating geeks is to create a compelling problem statement for them to solve. Due to the fact
that geeks are motivated more on the types of projects they get to work on than when compared
to non-geeks, it is essential to have the interest of the geek team members and this can be
achieved by defining what it means to win this “game.” As a result, productivity is improved and
commitment of the employees to their duties, which is for quality within production, has
increased as well.
Elon Musk, compared to other leaders, is also able to effortlessly spot problems and parts
that are not functioning. For example, he was able to realize issues with the California HighSpeed Rail system that has plagued the state of California for decades. Musk helped devise a
plan and proposed the Hyperloop with the assistance of engineers from SpaceX and Tesla.
Together, they developed a standard system, which is faster and allows commuters to travel on
trips that have shorter duration than a flight on an airplane. Due to all of this, his leadership style
and qualities have assisted in the growth of the company. Furthermore, he has lead his company
into battle to face competition from other development manufacturers. This has enabled the Tesla
ANALYST GLOBAL TEAMWORK
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to corner the market and have a bright outlook for the future with increased profits and
worldwide recognition.
Culture Research around Case Study
Tesla is an international company that most definitely contains a wide variety of cultural
variations. Likewise, global virtual teams share the same characteristics, which also leads to a
wide variety of perceptions as well. Members from different cultures will describe a team’s
objectives, membership criteria, and activities in very different terms (Gibson & Zellmer Bruhn,
2001). As Walumbwa et al. (2007) research implies, individual natures and group norms may be
contingently related to one another. Teams that pay attention to social processes tend to be more
successful and more satisfied with their work together (Shachaf, 2008). Thus, information and
communication technology should allow teammates to learn something about each other’s
personal and professional backgrounds, their expectations and their goals, and should also
support a variety of culturally different work-styles.
With the increasing internationalization and globalization of business, business has
significantly increased the movement of human resources to different parts of the world. At the
International Astronautical Congress in Mexico, Musk stated he supports cultural variation in
order to represent the company at a global level. The company supports and encourages each
other to share their ideas and values so that it is beneficial for the company in many ways
(Quora, 2017). There are various group of people who constantly work on innovative ideas and
the teams are very supportive no matter the cultural background of the employee.
ANALYST GLOBAL TEAMWORK
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Cultural Context
Cultural context of USA
Tesla focuses on providing opportunities for people coming from different cultures. The
company believes in innovation and provides opportunities for each individual. Constant
innovation and productive thinkers who think out of the box are what drives the organizational
culture at Tesla. There are equal opportunities for people working within Tesla and everyone
looks to work collaboratively. However, in the above case study, cultural values has impacted
the work and the project team.
United States:
Within the above case study, the cultural lens from Cultural Detective website, uncovers
the cultural lens of the United States in the following ways:
● Level the playing field/equality: People are equal and in relationships, one should be
straightforward and not be bound by formalities.
○ After hearing the team from India’s displeasure with Ying, Brian responds by
saying that, “Everyone must be treated fairly regardless of gender, race, or
religion and that there are more pressing matters than the sex of those in charge.”
●
Take charge/control: There is a correct method, a procedure to follow, and one should
take charge and do things “properly.”
○ Brian, using his cultural lenses of taking charge, telling it like it is, and “time is
money,” agrees to step in and work directly with the team from India and more
closely with Ying to ensure that proper communication flow is had and that
production is ramped back up to the appropriate levels.
ANALYST GLOBAL TEAMWORK
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○ “Time is money.” Looking at the US American value lenses, Americans typically
identify tasks, set milestones, and follow a strict schedule.
China:
Within China, Tesla has achieved success when compared to the number of Tesla’s per
population than in the USA. Tesla has more buyers of electric cars in China and the number
looks to only grow. The country is very much interested as they want to reduce the pollution and
save energy in China. Tesla’s production and development teams are really good and they
manufactures more of electric cars.
Fan (2000) highlights that Chinese culture is unique and distinguishes itself not only from
Western cultures, but also from other Asian cultures. A cultural study from Tse et al. (1989)
analyses the culture content from Hong Kong, Mainland China, and Taiwan found that although
there exists great differences in terms of political, social, and economic dimensions between the
nation, but the core Chinese value still exist the same and still possible to identify.
The above case study, the cultural lens from Cultural Detective website, uncovers the
cultural lens of China in the following ways:
● Guan Xi: Relationship is important at work and business because, people trust it
more than the institutions and the laws.
â—‹ Ying was given this position based on the Chinese cultural lens of
guanxi/relationships. This lens is based upon the fact that Chinese rely
heavily on relationships with family, friends, alum, colleagues to secure
key opportunities and roles.
ANALYST GLOBAL TEAMWORK
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● Saving Face: One of the worst things that can happen to someone in Chinese
culture is to “lose” face. At all costs, Chinese look to avoid incurring or inflicting
disgrace.
○ Ying’s unwillingness to bring this issue to light with her boss is certainly
due to the cultural lens of face, and saving face for her boss. Chinese
almost always attempt to avoid coming off as inappropriate shamed, or in
the wrong. In the event that Ying brings this news to her boss, it will
appear as he was in the wrong for negotiating the contract the way he did
and he will most certainly lose face to all working on the project.
ANALYST GLOBAL TEAMWORK
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India:
In India, although the population is higher, the usage of Tesla vehicles is extremely lower
due to environmental factors and the wealth of the population. Therefore, Tesla has not made its
mark in this country. There are also governmental rules and regulations that Tesla must abide by
that has led Tesla to question whether to expand its reach into India. Throughout India the
majority of the population works on coal-based energy and there are still some communities that
struggle with lack of electricity. This would make it difficult for some communities to install
chargers in designated parking areas.
Some previous research involving India cross culture studies stress that India tends to be
a “cultural island”, which is very unique and independent (Sparrow and Budhwar, 1997). Pawan
et al. (2008) examined cultural dimensions between Indian migrants and Indian natives and
found that Indian migrants may have divergent behavior, but they are still culturally the similar.
The above case study, the cultural lens from Cultural Detective website, uncovers the
cultural lens of India in the following ways:
●
Status: Expertise and authority is valued.
â—‹ Woman is in charge. This identifies with the Indian cultural value lens of status
where women are still seen as the weaker sex even if they have the same
background, experience, and qualifications as a male counterpart.
●
Personal networks and connections: In a relationship, people should be friendly and
help and accommodate each other.
â—‹ Indian engineers resorts to helping each other out and learning as a group on how
to move forward with their work. This relates to the cultural lens of those from
India of jugaad.
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Conclusion & Suggestion
Many aspects found in global teamwork and virtual project management are also evident
in face-to-face teamwork and management. However, information and communication
technology and project leadership can actively support a distributed team’s work and interactions
in such a way that cultural differences can be bridged and differences can be made to
complement each other.
From research conducted by Oertig and Buergi (2006), they discovered that the virtual
team environment was more problematic due to lack of face-to-face contact and the office
atmosphere. To avoid potential conflicts in a cross-cultural working environment at a distance
and to help teams realize synergy from their cultural differences, virtual teams must be able to
communicate about both tasks and social issues. Kratzer et al (2006) indicated that in virtual
environments the important points should be highlighted and discussed while closing the
meeting.
From research of Zakaria, Amelinckx, & Wilemon (2004), they concluded that teams
must create a knowledge-sharing culture and capabilities to understand human challenges of
virtual team is extremely vital for multinational corporations. In addition, team members must
develop habits that will enhance the experience of project group work, including prompt
responses to each other’s messages (Duus & Cooray, 2014). If the members from America,
China, and India are able to follow these findings there will be a successful ending for Tesla and
their continued growth will remain and their bright outlook for the future will only shine
brighter.
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Appendix
Mind Map-1
Shachaf, P. (2008). Cultural diversity and information and communication technology impacts
on global virtual teams: An exploratory study. Information & Management, 45(2), 131142.
Retrieved from:
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.142.4839&rep=rep1&type=pdf
Keywords searched: Global virtual teams, information and communication technology, cultural
diversity
The article examines how information and technology (ICT) used by teams within a virtual
environment has a positive effect on the work and collaboration they are engaged in. The
research team interviewed and analyzed 41 team members from nine different countries who
were all employed by Fortune 500 corporations. The experiment that was carried out concluded
that cultural diversity had a positive influence on decision-making and a negative influence on
communication. Furthermore, ICT mitigated the negative impact on intercultural communication
and supported the positive impact on decision-making. This was done with the creation of team
rooms that lowered the issues with communication while at the same time enhancing overall
team cohesiveness, the inclusion of all members and ideas, and a common ground for the group.
Not surprisingly, the study concluded that multinational corporations rely most heavily on email
for intercultural communication, with teleconferencing coming in second. Unfortunately, the
study was limited to only one corporation, and inferring that these results are common across all
multinational organizations may not be correct.
ANALYST GLOBAL TEAMWORK
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Mind Map-2
Kratzer, J., Leenders, R. T. A., & Van Engelen, J. M. (2006). Managing creative team
performance in virtual environments: an empirical study in 44 R&D teams. Technovation, 26(1),
42-49.
Retrieved from: https://www.sciencedirect.com/science/article/pii/S0166497204001300
Keywords searched: Global virtual teams, information and communication
Managing a proper virtual team is also talks about the team performances. In any
organization there are certain measures that need to be followed for an virtual team. Sometimes
communicating virtually is based on the external environment. Due virtual teams it is necessary
to check the audio/ video and that they is not disturbances in the surrounding. The
communication should be clear and understandable.The important points should be highlighted
and discussed while closing the meeting. As, Tesla is a globally known organization and has its
branches all across the world, virtual communication helps the organization to process further
and connect and discuss. When virtual people are connected then, it is important to be present at
the time appointed to start the meeting and be prepared in before the meeting starts. The below
mindmap shows more on virtual communication.
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Mind Map-3
Five ways Tesla Motors pushes technology change in auto industry. (2014, March 21).
Retrieved from: https://www.latimes.com/business/autos/la-fi-hy-how-tesla-pushes-autotechnology-20140321-story.html
This article talks about the technological integration in Tesla . It highlights ways in which
Tesla motors is transforming automotive design in preparation to compete with other motor
industries across the world. Tesla mainly focuses on investor interest on the expansion forecast
in support of electric vehicles. It has innovated some technologies intended for model S that is
worth investor’s concentration. These technologies have influenced the quality of vehicles built
in the company. For instance, Model S and Model 3 have been improvised with current
technology. This has, therefore, contributed to the production of affordable cars which are
friendly to the environment and emit lesser energy.
In terms of management, technology has boosted the open access to information. In this
regard, the company is able to study what other competitors are doing and how customers react
to their products. However, Tesla still lacks behind in technology as compared to other
companies. For example, Delphi Automotive and Harman International Industries. It is,
therefore, evidenced that the integration of technologies by the company has impacted positively.
More implementation and installments of such technologies would further result in greater
ANALYST GLOBAL TEAMWORK
23
innovations and quality management.
Mind Map-4
Mainwaring, S. (2016, April 07). The Elon Musk Leadership Model: 3 Key Steps To Building
Radical Brand Evangelism.
ANALYST GLOBAL TEAMWORK
24
Retrieved from: https://www.forbes.com/sites/simonmainwaring/2016/04/06/the-elon-muskleadership-model-3-key-steps-to-building-radical-brand-evangelism/#13fe2e2e726e
This article talks about leadership style Musk adopts while running the business activities
of Tesla. It explains how musk is dedicated to achieving the target goals of the company. Musk
is explained as a transformational leader. He has an incredible vision, dedicated, and perseveres
all conditions as he strives to actualize his vision. Also, he is able to influence people to believe
in his vision. He is said to be a leader who cannot conceive failing.
His remarkable vision and drive make his leadership style more meaningful. Concerning
this, he can change the minds of his employees to work more positively in project development.
As a result, productivity is improved and commitment of the employees to their duties promotes
quality production.
In all his innovations, Musk aims high on the target achievements of the industry. Solar
City, developed to aid battle global warming, has been ranked as the second position among
other solar suppliers in the US. With Tesla, he developed inexpensive electric vehicles which
shifted them to three times above supercharger centers. He allows other fellow manufacturers to
utilize Tesla’s technology patents to expand electric cars industry. As an example of
transformational leaders, Musk conflicts with other leaders who resist change[SJ4] . He is also
able to spot problems and parts that are not functioning effortlessly more than his fellow leaders.
For example, he was able to realize the problem causing disapproval of California High-Speed
Rail system. Musk helped plan and proposed owned Hyperloop with the assistance of engineers
from Space X and Tesla. They developed a standard system which is faster and allows
commuters to travel and this takes shorter time than an airplane.
ANALYST GLOBAL TEAMWORK
25
Thus, his leadership style and qualities have assisted in the growth of the company.
Furthermore, he has leaded his company to face competition from other developed
manufacturers. This has enabled the company to get a large share of the market. As a result,
more profits are generated to the company which stimulates its growth internationally.
Running head: SHORT TITLE OF PAPER (50 CHARACTERS OR LESS)
Title of your paper
Your Name
Course Number: Course Title
Instructor: Name here
Date here
1
SHORT TITLE OF PAPER (50 CHARACTERS OR LESS)
Retype the title of your paper here, leaving the Title style
Heading #1 (First level)
Sub-Heading #1 (Second level)
This is the beginning of my paper. …
Sub-Heading #2 (Second level)
Sub-Heading #3 (Second level)
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This is the beginning of my paper. …
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2
SHORT TITLE OF PAPER (50 CHARACTERS OR LESS)
3
Appendix
Reference Number One
Keywords searched: Agile and Global Communications
Hummel, M., Rosenkranz, C., & Holten, R. (2013). The role of communication in agile systems
development: An analysis of the state of the art. Business & Information Systems
Engineering, 5(5), 343-355. Retrieved from
http://search.proquest.com.ezproxy.csp.edu/docview/1431923513?pq-origsite=summon
This article reviews the past results of Agile communication. It explains the gaps in what
we currently know about Agile and figures out what is coming next. Hummel, Rosenkranz, and
Holten (2013) cite Conboy (2009) in defining Agility as a process to “rapidly or inherently
create change, proactively or reactively embrace change, and learn from change while
contributing to perceived customer value (Conboy, 2009, p. 340).” This speaks to how Agile is
a system of communication to get fast results. They further define Agile as the ability to “…
react quickly to changing requirements by emphasizing small release cycles” (p. 343). The
article describes how the Agile method is very effective for technology projects because the
method often times asks people to gather data or make corrections alongside customers quickly.
This method also involves a great deal of input from the customer or client.
SHORT TITLE OF PAPER (50 CHARACTERS OR LESS)
Reference Number Two
Keywords searched: Agile and Global Communications
Sharp, J. H., & Ryan, S. D. (2011). Global agile team configuration. Journal of Strategic
Innovation and Sustainability, 7(1), 120. Retrieved from
http://search.proquest.com.ezproxy.csp.edu/docview/885149967?pq-origsite=summon
This article describes how global Agile team configurations focus on the framework of
the team. Having a virtual team is more complicated than a collocated, side by side, face to face
team. It is more important to have the framework in place and for the technology workers to
understand it.
4
SHORT TITLE OF PAPER (50 CHARACTERS OR LESS)
5
Reference Number Three
Keywords searched: Agile and Scrum master
Dorairaj, S., Siva Dorairaj, & James Noble. (2013, October 1). Understanding how agile teams manage
knowledge in global software development. Science international. 25(4). 1103 – ?. Retrieved
from http://kx7vz9ac8f.search.serialssolutions.com/?ctx_ver=Z39.882004&ctx_enc=info%3Aofi%2Fenc%3AUTF8&rfr_id=info%3Asid%2Fsummon.serialssolutions.com&rft_val_fmt=info%3Aofi%2Ffmt%3Ak
ev%3Amtx%3Ajournal&rft.genre=article&rft.atitle=UNDERSTANDING+HOW+AGILE+TEA
MS+MANAGE+KNOWLEDGE+IN+GLOBAL+SOFTWARE+DEVELOPMENT&rft.jtitle=Sci
ence+International&rft.au=Siva+Dorairaj&rft.au=James+Noble&rft.date=2013-0101&rft.pub=AsiaNet+Pakistan+%28Pvt%29+Ltd&rft.issn=10135316&rft.spage=1103&rft.externalDocID=3404158651&paramdict=en-US
SHORT TITLE OF PAPER (50 CHARACTERS OR LESS)
This article was fascinating. It touches on many important aspects of effective communication
when dealing globally. Particularly, face to face interactions and frequent communication and
collaboration among team members. The added discussion of Knowledge Management (KM) is also
interesting. Our map could have been much larger so I will have to elaborate with my narrative in the
paper. KM involves knowledge creation and knowledge acquisition. The researchers point out that
“knowledge is often modified in the mind of the receiver,” (para. 9) — something we have already
discussed in this class.
6
SHORT TITLE OF PAPER (50 CHARACTERS OR LESS)
7
References
Author, A. A. (Year of publication). Title of work: Capital letter also for subtitle. Location:
Publisher.
Dorairaj, S., Siva Dorairaj, & James Noble. (2013, October 1). Understanding how agile teams
manage knowledge in global software development. Science international. 25(4). 1103 ?. Retrieved from http://search.proquest.com.ezproxy.csp.edu/docview/1431923513?pqorigsite=summon
Hummel, M., Rosenkranz, C., & Holten, R. (2013). The role of communication in agile systems
development: An analysis of the state of the art. Business & Information Systems
Engineering, 5(5), 343-355. Retrieved from
http://search.proquest.com.ezproxy.csp.edu/docview/885149967?pq-origsite=summon
Sharp, J. H., & Ryan, S. D. (2011). Global agile team configuration. Journal of Strategic
Innovation and Sustainability, 7(1), 120. Retrieved from
http://kx7vz9ac8f.search.serialssolutions.com/?ctx_ver=Z39.882004&ctx_enc=info%3Aofi%2Fenc%3AUTF8&rfr_id=info%3Asid%2Fsummon.serialssolutions.com&rft_val_fmt=info%3Aofi%2Ffmt%3Ak
ev%3Amtx%3Ajournal&rft.genre=article&rft.atitle=UNDERSTANDING+HOW+AGILE+TEA
MS+MANAGE+KNOWLEDGE+IN+GLOBAL+SOFTWARE+DEVELOPMENT&rft.jtitle=Sci
ence+International&rft.au=Siva+Dorairaj&rft.au=James+Noble&rft.date=2013-0101&rft.pub=AsiaNet+Pakistan+%28Pvt%29+Ltd&rft.issn=10135316&rft.spage=1103&rft.externalDocID=3404158651&paramdict=en-US
Analyst of Global Teamwork
Tesla Gigafactory 3
Aminata Niasse
Diana Subhashini Kondeti
Tingyu Sandy Hsu

● In October 2018, Tesla officially
acquired an 864,885-square meter
plot in the Lingang area of
Tesla
Gigafactory 3
Shanghai for the electric car
maker’s first factory outside of
the United States .
●
Tesla’s first outside of the United
States, will produce “affordable
versions” of the Model 3 and its
yet-to-be-unveiled Model Y
crossover for customers
throughout China.
Case Study
Rahul
Brian
Ying
Unfortunately, the work being completed by the Chinese
team in the new factory is not up to the standards that
were agreed upon.
Quality is suffering, deadlines are being missed, and the
team from India are not receiving the amount of
communication flow that is expected during a project.
This angers Brian greatly as he lives by the motto that,
“Time is money.”……………
The senior member of the team, Rahul, has some very
damaging remarks regarding Ying and that issues with the
project stem from the fact that a woman is in charge.
Moreover, the team from India resorts to helping each other
out and learning as a group on how to move forward with
their work…………
After hearing the team from India’s displeasure with Ying,
Brian responds by saying that, “Everyone must be treated
fairly regardless of gender, race, or religion and that there
are more pressing matters than the sex of those in charge.”
This being Ying’s first leadership role she is really unsure of
how to respond. She was giving this position based on her
father is close friends to the Chinese manager of Gigafactory
Ying replied, “I am afraid we are unable to do that.
I am unsure of how to bring this up to my boss as he is the one
who negotiated the contract.
As far as the team from India goes, I have reached out to them
multiple times. It is almost impossible to speak with any.
Tesla-Automotive
Tesla was founded in 2003 by Silicon Valley
engineers who wanted to prove that electric
vehicles could be “awesome” to drive when
compared to gasoline cars. The company’s
head office is located in
California.
As Tesla continues to expand its product line,
Tesla reports that every part of their Model 3
production process in Fremont has
demonstrated the ability to reach a rate of
7,000 cars per week over a 24-hour
basis. They target a sustained rate of 7,000
cars per week by the end of the year, which
annualizes to a rate of 350,000 cars per year,
but that’s just out of the Fremont factory.
The Model
Model 3
Model S
Model X
Most economic model
with a base price tag of
$35,000.
Luxury sedan with a
base price starting from
$74,500.
Luxury SUV with falcon
wing doors and may
cost a base price of
$79,500.
Industry Analysis
●
●
●
●
Electric car firms are generally aggressive in innovating and promoting their
products.
Competition from potential new entrants to the industry is weak..
Tesla only experience a very low impact of substitutes on the automotive
industry.
The Gigafactory in Shanghai change the product forms and service patterns
within the traditional automotive industry in China, which will lead to
profound transformation of value creation in each link of the automotive
value-chain.
Technology Leadership- Elon Musk
●
●
●
Elon Musk’s main responsibility
is to ensure the deployment of
green energy in Tesla’s
operations.
He is a transformational leader.
The leadership style shows that
he is a visionary leader
Virtual Teamwork
●
●
Cultural diversity among the
team members affect their
decision-making processes as
well as the interpretation of
organizational objectives.
Tesla readily supports an
accommodative cultural
practices, which is one way of
enhancing innovation and
creativity.
Cultural Values & Communication
●
●
●
Tesla is operating in the international
market where it is facing diversity in
the areas where it is operating.
There is great success that has been
attained in the USA, China, and India.
Throughout these areas, expertise
and authority is highly supported,
well-established personal
connections, and a multi-layered
communication style has been
adopted.
Cultural Research
● In Tesla, there are lot of cultural variations. In global virtual teams, all members will not
●
●
share the same perceptions. Members from different cultures will describe a team’s
objectives, membership criteria and activities in very different terms (Gibson &
ZellmerBruhn, 2001).
As Walumbwa et al. (2007) research, the result imply that individual natures and group
norms may be contingently related to one another. Teams that pay attention to social
processes tend to be more successful and more satisfied with their work together
(Shachaf, 2008).
Thus, information and communication technology should allow teammates to learn
something about each other’s personal and professional backgrounds, their
expectations and their goals, and should also support a variety of culturally different
work-styles
Cultural Context of USA
In the USA, the organization is doing
well by taking over the top
companies and still moving
forward. Tesla has its organization
established here and is the brand
name. Tesla has entered the global
market and achieved success.
There is lot of scope for this project
in USA
Cultural Incident Analysis USA
● Level the playing field/Equality: People are equal and in
relationships, one should be straightforward and not be
bound by formalities.
●
After hearing the team from India’s displeasure with Ying, Brian
responds by saying that, “Everyone must be treated fairly
regardless of gender, race, or religion and that there are more
pressing matters than the sex of those in charge.”
Cultural Incident Analysis of USA
● Take charge/Control: There is a correct method, a
procedure to follow, and one should take charge and do
things “properly”.
●
Brian, using his cultural lenses of taking charge, telling it like it is,
and time is money, agrees to step in and work directly with the
team from India and more closely with Ying to ensure that proper
communication flow is had and that production is ramped back
up to the appropriate levels.
●
“Time is money.” Looking at the US American value lenses,
Americans typically identify tasks, set milestones, and follow a
strict schedule.
Cultural Context in China
Within China, Tesla has achieved
success when compared to the number
of Tesla’s per population than in the
USA. Tesla has more buyers of electric
cars in China and the number looks to
only grow. The country is very much
interested as they want to reduce the
pollution and save energy in China.
Tesla’s production and development
teams are really good and they
manufactures more of electric cars.
Cultural Incident Analysis of China
●
Guan Xi: Relationship is important at work and
business because, people trust it more than the
institutions and the laws.
●
Ying was given this position based on the Chinese
cultural lens of guanxi/relationships. This lens is based
upon the fact that Chinese rely heavily on relationships
with family, friends, alum, colleagues to secure key
opportunities and roles.
Cultural Incident Analysis of China
● Saving Face: One of the worst things that can happen
to someone in Chinese culture is to “lose” face. You
have to avoid to avoid incurring or inflicting disgrace.
●
Ying’s unwillingness to bring this issue with her boss is
certainly due to the cultural lens of face, and saving face for
her boss. Chinese almost always attempt to avoid coming off
as inappropriate shamed, or in the wrong
Cultural Context in India
In India, although the population is
higher, the usage of Tesla vehicles is
extremely lower due to environmental
factors and the wealth of the population.
Therefore, Tesla has not made its mark
in this country. There are also
governmental rules and regulations that
Tesla must abide by, which leads Tesla
to question whether to expand its reach
into India.
Cultural Incident Analysis of India
● Status: Expertise and authority is valued.
●
Woman is in charge. This identifies with the Indian
cultural value lens of status where women are still seen
as the weaker sex even if they have the same
background, experience, and qualifications as a male
counterpart.
Cultural Incident Analysis of India
● Personal networks and connections: In a relationship,
people should be friendly and help and accommodate
each other.
●
Resorts to helping each other out and learning as a group on
how to move forward with their work
Recommendation
●
Distributed project leadership and
technology can be utilized to bridge
the cultural differences that can be
noted in an organization.
●
More challenging to manage the
virtual team because of lack of
physical interaction.
● Information and communication
technology should allow teammates
to learn s variety of culturally
different work-styles
“Alone we can do so little;
together we can do so much.”
-Helen Keller
References
•
•
•
•
•
•
•
•
•
•
•
•
•
Budhwar, P. S., Woldu, H., & Ogbonna, E. (2008). A comparative analysis of cultural value orientations of Indians and migrant Indians in the
USA. International Journal of Cross Cultural Management, 8(1), 79-105.
Contributor, G., & Barhat, V. (2018, June 18). From a single Elon Musk tweet, the keys to Tesla’s India strategy. Retrieved from
https://www.cnbc.com/2018/06/18/in-a-single-elon-musk-tweet-the-key-to-teslas-india-strategy.html
Cheng, E. (2018, October 18). Tesla buys new plot for China factory for $140 million. Retrieved from
https://www.cnbc.com/2018/10/17/tesla-buys-new-plot-for-its-first-china-factory.html
Cheng, E. (2019, January 07). Elon Musk breaks ground on Tesla’s Shanghai factory. Retrieved from
https://www.cnbc.com/2019/01/07/tesla-shanghai-factory-ground-breaking.html
Cultural Detective. (n.d.). Retrieved April, 2019, from https://www.culturaldetective.com/cdonline/
Duus, R., & Cooray, M. (2014). Together we innovate: Cross-cultural teamwork through virtual platforms. Journal of Marketing Education,
36(3), 244-257.
Fan, Y. (2000). A classification of Chinese culture. Cross Cultural Management: An International Journal, 7(2), 3-10.
Gibson, C. B., & Zellmer-Bruhn, M. E. (2001). Metaphors and meaning: An intercultural analysis of the concept of teamwork. Administrative
Science Quarterly, 46(2), 274-303.
Glen, P., McManus, M. (2014). The Geek leader’s handbook: Essential leadership insight for People with Technical Backgrounds. Leading
Geeks Press. Los Angeles.
Hirsch, J. (2014, March 21). Five ways Tesla Motors pushes technology change in auto industry. Retrieved from
https://www.latimes.com/business/autos/la-fi-hy-how-tesla-pushes-auto-technology-20140321-story.html
Kratzer, J., Leenders, R. T. A., & Van Engelen, J. M. (2006). Managing creative team performance in virtual environments: An empirical study
in 44 R&D teams. Technovation, 26(1), 42-49.
Kuang, X., Zhao, F., Hao, H., & Liu, Z. (2018). Intelligent connected vehicles: the industrial practices and impacts on automotive value-chains
in China. Asia Pacific Business Review, 24(1), 1-21.
Mainwaring, S. (2019). The Elon Musk Leadership Model: 3 Key Steps To Building Radical Brand Evangelism. Retrieved from
https://www.forbes.com/sites/simonmainwaring/2016/04/06/the-elon-musk-leadership-model-3-key-steps-to-building-radical-brandevangelism/#13fe2e2e726e
References
•
•
•
•
•
•
•
•
•
•
•
•
Meyer, P. (2019). Tesla Inc.’s Organizational Culture & Its Characteristics (Analysis). Retrieved from http://panmore.com/tesla-motors-incorganizational-culture-characteristics-analysis
Oertig, M., & Buergi, T. (2006). The challenges of managing cross-cultural virtual project teams. Team Performance Management: An
International Journal, 12(1/2), 23-30.
Qiu, S. (2019, March 06). Tesla’s Shanghai assembly plant to be completed in May: Government… Retrieved from
https://www.reuters.com/article/us-china-parliament-tesla-idUSKCN1QN0XY
Quora. (2017, November 08). I Worked At SpaceX, And This Is How Elon Musk Inspired A Culture Of Top Performers. Retrieved from
https://www.forbes.com/sites/quora/2017/11/08/i-worked-at-spacex-and-this-is-how-elon-musk-inspired-a-culture-of-topperformers/#68ac5fa6438f
Savaskan, D. (2018, December). Automobile Electronics Manufacturing in the US. Retrieved from IBIS World.
Shachaf, P. (2008). Cultural diversity and information and communication technology impacts on global virtual teams: An exploratory study.
Information & Management, 45(2), 131-142.
Sparrow, P. R., & Budhwar, P. S. (1997). Competition and change: Mapping the Indian HRM recipe against world-wide patterns. Journal of
world business, 32(3), 224-242.
Tse, D. K., Belk, R. W., & Zhou, N. (1989). Becoming a consumer society: A longitudinal and cross-cultural content analysis of print ads from
Hong Kong, the People’s Republic of China, and Taiwan. Journal of consumer research, 15(4), 457-472.
Vance, A. (2016). Elon Musk: How the billionaire CEO of SpaceX and Tesla is shaping our future. London: Virgin Books.
Walumbwa, F. O., Lawler, J. J., & Avolio, B. J. (2007). Leadership, individual differences, and work‐related attitudes: a cross‐culture
investigation. Applied psychology, 56(2), 212-230.
Wang, Y. (2018, August 27). Tesla will be challenged like never before in China — Here’s Why. Retrieved from
https://www.forbes.com/sites/ywang/2018/08/27/tesla-will-be-challenged-like-never-before-in-china-heres-why/#3750e1d410e1
Zakaria, N., Amelinckx, A., & Wilemon, D. (2004). Working together apart? Building a knowledge‐sharing culture for global virtual teams.
Creativity and innovation management, 13(1), 15-29.
Team Strength Analysis
AMINATA
NIASSE
Top Strengths
● Learner
● Strategic
● Responsibility
Top Strengths – Under-utilized
● Includer
● Belief
● Relator
Bottom strengths
● Consistency
● Activator
Top Strengths
● Harmony
● Responsibility
Top Strengths – Under-utilized
● Developer
● Deliverative
DIANA
KONDETI
Bottom strengths
● Self-Assurance
● Competitive
SANDY
HSU
Top Strengths
● Communication
● WOO
● Arranger
Top Strengths – Under-utilized
● Individualization
● Command
Bottom strengths
● Discipline
● Consistency
Required Materials
Read
Glen & McManus (2014) •
•
•
Motivating Geeks
Dealing with a Toxic Team
Shaping Future Tech Leaders
Cultural Detective
•
•
Why Cultural Detective?
What Content is Included in the Series? (study cultural values for chosen nations)
Instructor Videos
•
•
•
•
•
•
CSP Library – Research Guide for ITM525 – (CSP Librarian Dan Hoiland) – view these menu tabs

Using the CSP Library (6:46 min)
Searching in Library Databases (6:51 min)
Types of Sources (6:26 min)
Country Reports – Research for Final Project chosen countries
select Global Road Warrior – choose country on map & study tabs like Cultural Overview,
Business overview
Supplemental Materials
Resources
•
•
•
People Stuff for Geeks (Johnston, 2016) – Summary resource for The Geek
Leader’s Handbook (Glen & McManus, 2014)
Sample Final Group Project Presentation and Paper
Sample Mind Map for Appendix – Doe-Jane-S3A1-APA-Ref-MindMappingSample.docx
Assignment Content
Create headings for all areas of the Final Project Paper as listed in the syllabus, but create draft
content only for the following area:
A. Opening Case Study
Study the sample final paper (Paper), focusing on the Opening Case Study. Choose a
business with international implications and two or more nations that will interact
in a team environment within that business. The business could currently operate in
at least two nations or could have a future business strategy that expands into
other nations. Create your own Opening Case Study that describes a team
communication conflict scenario between members of two or more nationalities.
Work with your teammates to add words and actions that exemplify a culture or nationality. For
instance, a Japanese team member may stay silent when talking to a superior or an elder
member of the team to “save face” when confronted with a potential group conflict.
o
o
o
o
Assignment Format: Cover page, Opening case study
Submission Format: APA paper
Length: four pages (cover, case study, appendix, references)
Citations Required: at least one scholarly or peer-reviewed source
Mentioned above is the format and requirement for the assignment.
Please put across everything in natural words free of plagiarism and do not miss the
deadline please.
Documents attached to the email include:
1. PDF of sample final paper
2. PDF of the book for this course
3. APA paper template
4. Mindmapping Sample and the assignment content.

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