The Organization Studies Journal Award

The Organization Studies Journal Collection offers an annual award for newly published research or thinking that has been recognized to be outstanding by members of the Organization Studies Research Network.

Award Winner for Volume 13

Cultural Factors Affecting International Teamwork Dynamics and Effectiveness

The globalization of markets, and demographic changes in many countries have created a situation that some see as a problem, and others see as an opportunity: multinational teams working together to manage projects, create ideas, solve problems, make decisions, and more. This study explores cultural factors affecting international team dynamics and effectiveness. In-depth interviews were conducted with 27 individuals who held management or supervisory positions, worked on multinational teams, and spend time working abroad. Their companies represent a broad range of industries such as energy, telecommunications/technology, engineering, architecture, mass media, venture capital, food import/purchasing, and museum exhibition. Collectively, these individuals worked on teams in several dozen countries in Asia, Europe, the Middle East, Africa, North and South America, as well as Australia and New Zealand. The results explore a variety of cultural paradoxes and dialectics, complexities and differences which affect many aspects of collaborative work. The importance of relationship building, personal validations of “self” (identity), and ways power is manifested (including use of food) are discussed. Unfortunately, despite decades of learning about and experience with cultural diversity, international work groups continue to be plagued by ethnocentrism, prejudices, and stereotypes. Recommendations for improving international team culture dynamics are therefore offered.

Past Award Winners

Volume 12

Using Knowledge Processes to Improve Performance and Promote Change: The Continuous Loop Model and Cultural Enablers

Herbert Nold, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 12, pp. 53-70


Volume 11

Building Bridges: A Transdisciplinary Future for Knowledge Management

Rachel Jones and James Lee Corner, The International Journal of Knowledge, Culture, and Change Management, Volume 11, Issue 2, pp. 19-30


Volume 10

Towards a Federated Architecture for Change Management: Lessons Learned from Quality Management and Other Management Areas

Frank Habermann, The International Journal of Knowledge, Culture, and Change Management, Volume 10, Issue 11, pp. 93-106


Volume 9

Transforming the Cynic: Recommendations for Leaders Implementing Organizational Change

Tracy Freeze, The International Journal of Knowledge, Culture, and Change Management, Volume 9, Issue 2, pp. 141-154


Volume 8

Building the Capacity of Learning Professionals through an Infusion of Formal and Informal Learning

Susan Bolt, The International Journal of Knowledge, Culture, and Change Management, Volume 8, Issue 4, pp. 179-186