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Terry O’Callaghan

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Terry O’Callaghan

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Terry O’Callaghan

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Terry O’Callaghan

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Reputation Risk and Globalisation

Exploring the Idea of a Self-Regulating Corporation

Terry O’Callaghan

Recently, multinational corporations have begun to reinvent themselves as socially responsible actors. This is largely in response to activist pressure. These activists have perceptively understood the link between corporate success and corporate behaviour. Corporate self-regulation has emerged as an important mechanism to counter this activist pressure. The author argues that corporations have a capacity for self-regulation because their reputation is critical to their success. As such, reputation is beginning to discipline corporate behaviour. The book first explores the link between corporate reputation, corporate behaviour and self-regulation. The author then compares and contrasts various studies of multinational corporations that have sought to self-regulate.
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Terry O’Callaghan

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Terry O’Callaghan

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Terry O’Callaghan

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Silvester Ivanaj and Claire Bozon

We would like to acknowledge the people who have been very helpful in illustrating the book with their written personal, concrete and professional experience in regards to virtual teams for our book’s Part V Case Studies. We warmly thank them for their contribution, time, application and enthusiasm. Pierre Rosius, human resources director at Thomson Reuters, kindly accepted to share his experience of virtual teams. Thomson Reuters has implemented a new strategy and a new operating model in their Sales function. Pierre Rosius analyzes the evolution of that organization and the impact of virtual teaming in an international context from a human resources point of view. He highlights the virtual teaming challenges and the consequences in Thomson Reuter’s process. Kim Poldner experienced an enthusiastic approach for virtual teaming through her online engagement in Eco Fashion World and a small dispersed team. Cultural differences, the di_culties to be ‘all connected’ whilst sharing a common goal at a distance, computer-mediated communication, and the requisite team cohesion levels: are some of the real barriers faced by Kim. She underlines the main considerations faced in a small virtual team, which is very instructive in comparison to larger international company structures. Frederic Reiser realized as a virtual team member, that virtual teaming requires adapted processes especially when virtual teams are implemented together with organizational restructuring. Working process, new structure and adequate behaviours confronted with cultural diversity may foster unexpected results and may endanger the success of a strategy. Therefore, effective preparation for virtual teaming should not be underestimated. Chloé Guerin Gosselin, a student in teaching history and geography, has chosen an e-learning program offered by the University of Quebec at Trois-Rivieères. Based on her experience, Chloé presents the advantages and challenges of virtual classrooms, virtual teamwork and online courses. She emphasizes that e-learning requires adapted behaviours and pedagogy techniques; in order to ensure effective and optimal teaching and learning outcomes.
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Silvester Ivanaj and Claire Bozon

The degree of satisfaction plays a key role in the levels of affective performance within an organization, a team or among virtual team members. Affective performance occurs at the organizational, team and individual level also. Similarly to teamwork performance, affective performance is challenged by different factors, such as, the complexity to evaluate satisfaction within a virtual context, and the di_culty to find appropriate measurement systems. This chapter analyzes the impact of key drivers, such as, trust existing among team members, the team members’ attitudes and interactions, the different styles of leadership, and the way conflicts are resolved.