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Home For Researchers Ongoing Research Projects Negotiating Gender Roles In Global Virtual Teams: Middleastern Executives At The Crossroads

Negotiating Gender Roles In Global Virtual Teams: Middleastern Executives At The Crossroads

Ongoing Research Projects

 

Lead Author: Djamel Eddine Laouisset ([email protected])

 

Gender role negotiation in the MENA region has emerged as the result of interacting with culturally-diverse global teams while working on similar projects (Chang, Duck, & Bordia, 2006). It has been widely noticed that team members with different cultural backgrounds value different models of teamwork (Gibson & Zellmer-Bruhn, 2002). From a Middle Eastern perspective, this unexpected external context has created unexpected challenges, and imposed unwanted adjustments as a prerequisite to involvement in international work environments. GVTs have de facto invaded local comfort zones by introducing diversity and hence ambiguity (Argote, 1989; Amason & Sapienza, 1997; Ehrhardt & Naumann, 2004; Hackman, 1976; Hackman & Walton, 1986; Marks, Mathieu, & Zaccaro, 2001; McGrath, 1984). Again globalization has imposed a radical re-negotiation of gender roles in the Middle East working scene.

 

Main Hypothesis

The overall unique aim and originality of this paper lies therefore in investigating this ongoing trading-off process of the classical cultural relativism view of gender roles, hence involuntarily feeding the development of a hybrid GVT organizational culture view (Graham, 2003; Hinds & Bailey, 2003; Mark 2002; Mortensen & Hinds, 2001).

 

Data collection

We will use the c-culture available data; moreover we will run a questionnaire and interviews of x-past and current culture participants from the Middle East.

 

Method

Mixed methodology (quantitative & qualitative).

 

Co-authors selection

Co-authors will be involved in the development of the theoretical framework, hypotheses and methodology. This call is strictly open to co-authors who have already published in good journals, and therefore are highly skilled in theory as well as data analysis. Co-authors will write up the literature review, the method section, perform the quantitative and qualitative analysis, write the results section, and collectively revise and edit the final manuscript.

 

Target journal

Open, so please suggest alternative good specialized journals.

 

References
§ Erbe, N. D. (2014).Approaches to Managing Organizational Diversity and Innovation. IGI Global.
§ Rajasekar,J, Beh.L.S. (2013). Culture and Gender in Leadership: Perspectives from the Middle East and Asia. Palgrave Macmillan.
§ Koehler.T. (2009).What Role Do Norms Play in Global Teamwork? The Influence of Cultural Communication and Coordination Norms on Team Processes in Internationally Distributed Teams. Mason.
§ Cramton, C.D. (2001). The mutual knowledge problem and its consequences for dispersed collaboration. Organization Science, 12 (3): 346-371.
§ Dekker, D., Rutte, C., & van den Berg, P. (2008).Cultural differences in the perception of interactions in virtual teams. Paper presented at the Annual Conference of the Society of Industrial and Organizational Psychology in San Francisco, CA.
§ Delamont, S. (2004). Ethnography and participant observation. In C. Seale, G. Gobo, J/Gubrium, & D. Silverman (Eds.),Qualitative Research Practice(pp.217-229).London, UK: Sage.
§ Duarte, D., & Snyder, N. (1999).Mastering distributed teams: Strategies, tools, and techniques that succeed. San Francisco: Jossey-Bass.
§ Earley, P.C., & Gibson, C.B. (2002).Multinational Work Teams: A New Perspective. Mahwah, NJ: Lawrence Erlbaum Associates.
§ Early, P.C., & Mosakowski, E. (2000). Creating hybrid team cultures: An empirical test of transnational team functioning. Academy of Management Journal, 43 (1), 26-49.

 

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