The increase in global teamwork is a significant theme in contemporary business environments. Organizations are expanding their operations globally (Europe, Asia, North America, Latin America, the Middle East, or Africa) for easier access to world markets and resources, while developing international visibility, product localization, maximizing firm value to shareholders, improving support for global customers, and other potential advantages. This chapter examines the research and practices in global team management and development. The chapter offers a conceptual framework of, and practical guidelines for, global teams, integrating relevant literature on team development, cross-cultural management, organization development, and international human resources. The chapter discusses practice implications for IHRD professionals and sets out current and future research directions.
Gary N. McLean and Sewon Kim
Gary N. McLean, Junhee Kim and Oranuch (Jued) Pruetipibultham
This chapter explores expatriate and inpatriate development in the context of IHRD. The chapter highlights key issues to better understand expatriate and inpatriate development and addresses key challenges faced by expatriates and inpatriates. A range of HRD strategies are discussed to more effectively manage expatriate and inpatriate development in the context of IHRD from individual, family, organization, and government perspectives. The chapter suggests future research avenues for expatriate and inpatriate development in the context of IHRD.