An analysis of managing the globally dispersed team : a case study of an auto component manufacturer

Globalization has become one of the most important strategic issues for almost every business organization. Along with globalization, managers and employees are being required to work with people in geographically dispersed locations as well as in local organizations. For a new project, a global company typically creates a group with professionals located in multiple places. The basic principles for managing a co-located group are important and can be applied to managing a group of people in geographically dispersed locations, referred to as a "globally dispersed team". However, global dispersion involves additional complexities, such as cross-cultural and cross-organizational issues. Managing globally dispersed teams is a new challenge for managers and employees, especially those who are appointed as leaders of such teams. Through a review of the literature and existing management publications, as well as actual case studies of globally dispersed teams, this thesis explores the key issues and develops proposals for managers who must deal with managing these globally dispersed teams.

Department dc:contributor.department

Management of Technology Program.

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2000

Author dc:creator

• Suzuki, Hiroyuki, 1965 Jan.-

Advisor dc:contributor.advisor

• Janice A. Klein.

• Management of Technology Program.

Statement dc:rights

• M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.

Licence dc:rights.uri

• http://dspace.mit.edu/handle/1721.1/7582

Language dc:language.iso

eng

Identifier URI

http://theses.mit.edu/Dienst/UI/2.0/Describe/0018.mit.theses%2f2000-109

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/9226