ABSTRACT
As one of the major trends driving the transformation of businesses, globalization has forced companies to enlarge their scope of operations on an international scale. A growing number of organizations now operate well beyond the borders of their country of origin. In this widened context, firms set up networks of sub-contractors, partnerships and alliances to gain the resources they lack, allowing them to concentrate their time and money on developing what they do best. These reconfigurations change the profile of business teams and their ways of working. Because of globalization, business teams combining different national, professional and company origins are now the rule, homogeneous teams the exception. Cultural diversity demands adaptations on the part of these teams’ members, particularly their managers. Managing multicultural teams therefore constitutes an important challenge for firms today.
