ing, collaboration, interdependence, a focus on process, permeable boundaries, and mutual responsibility.
At the same time, HR practices must evolve to support teambased systems. Modifications in recruitment and selection, task design, training, evaluation, and compensation are all key to the effective use of teams in multinational organizations. Key to effective selection and recruitment for teams is the identification of teamwork KSAs. Critical for task design is the development of teams around task processes and the integration of functional areas. Developing interpersonal, managerial, and learning skills are important training needs in team-based organizations. Finally, effective evaluation and compensation for teams requires a multilevel perspective and a balance between individual and team-based systems.
Numerous impediments will challenge the effective implementation of teams across national contexts, including the inherent time lag between implementation and results, the often tenuous relationships between teams, cultural differences that require adaptations in practices to fit the context, and increasing domestic demographic diversity within nations. To address these potential impediments, HR practitioners can encourage sharing practices within and between organizations, observe and adapt to organizational environmental trends, and maintain awareness of cultural convergence.
HR professionals who can change their assumptions and are adept at modifying basic HR practices will be better poised to face future trends in the use of teams that are just on the horizon. As temporary team structures, multicultural teams, and virtual teams proliferate, these team-savvy practitioners will be able to lead their organizations through successful implementation and use of teams in multinational contexts.
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Bandura, A. (1997). Self-efficacy: The exercise of control. Upper Saddle River, NJ: Prentice Hall.