Facilitating interactions is crucial during organizational transformations. This is particularly important in the context of post-merger integration where the combination of two formerly independent organizations need to create value. We explored the actions taken by key individuals that made a difference during post-merger integration within a case study. These actions which facilitated interactions were identified as “buffering”, helping to reduce intra-group and inter-group tensions, and “bridging”, helping to maintain continuity between past and present to provide a sense of stability and direction. Through these actions global leaders can make a difference for both the individuals and groups during post-merger integration.
Güldem Karamustafa and Susan C. Schneider
Yih-teen Lee and Susan C. Schneider
This chapter investigates the complex dynamics of multiple identities in multicultural teams. We explore how these identities are associated with positive and negative emotions, conflicts and team-level outcomes such as identity, safety, trust and communication. Our review of the literature and preliminary empirical data indicate that the presence and salience of multiple identities in multicultural teams (especially identities related to ethnicity, nationality and country of origin) may trigger negative emotions and conflicts in teams, which in turn prevent teams from performing at their optimal capability. Team identity, safety and trust may mitigate the association between salient identities and negative outcomes. We hence advance three critical roles of global leaders to make a difference in multicultural teams. Specifically, global leaders should consciously craft identity, manage emotions, ensure psychological safety and build trust in teams. We further discuss theoretical implications of our work and offer directions for future research on the impact of identities and emotions in multicultural teams.