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Further reading
Beardwell, T. and Claydon, T. (2007) Human Resource Management: A Contemporary 
Appraisal, 5th edn (Upper Saddle River, NJ: Prentice Hall).
Culpan, O. and Wright G. (2002) ‘Women Abroad: Getting the Best Results from 
Women Managers’, Journal of Human Resource Management 13(5): 784–801.
Dowling, P., Welch, D. and Schuler, R. (1999) International Human Resource Management 
(Mason City, IA: South- Western College Publishing).
Evans, M. (2009) S.K.I.R.T.S in the Board room: A Woman’s Guide to Success in Business 
and Life (New York: John Wiley & Sons).
Gordon, T. (1977) Leader Effectiveness Training (New York: Wyden Books).
Hurn, B. (2012) ‘Removing the Boardroom Glass Ceiling’, Industrial and Commercial 
Training 44(3): 126–31.
Mendenhall, M., Kuhlmann, T. and Stahl, G. (eds) (2000) Developing Global Business 
Leaders: Policies, Processes and Innovations (London: Quorum).
McGregor, D. (1969) The Human Side of Enterprise (New York: McGraw-Hill).
3i/Cranfield. European Enterprise Centre (1993) The
Euro- Manager Survey: Special 
Survey: Attitudes to Managers and Companies in Europe (Bedford: Cranfield School of 
Management).

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8
International Team Building 
and Teamworking
Introduction
This chapter examines the cultural problems and organizational practicalities 
involved in building and sustaining effective multicultural teams in 
the international environment. Such teams are particularly important for 
those involved in International Joint Ventures (IJVs), international aid 
projects and diplomacy. They are also used in working groups, steering 
committees and task forces which transcend national boundaries, as well as 
in corporate and regional headquarters of large global companies.
In addition, the chapter looks into the key research in team building, 
including the pioneering work of Meredith Belbin at the former Administra-
tive Staff College at Henley (now the Henley Management College), where 
the emphasis was on identifying the skills and competencies required by 
managers to work effectively as members of teams.
The aim is to encourage the development of an international team which 
is not dominated by any one national group and which seeks to encourage 
141
Summary
The challenge of building international teams
Selection of team members
Building trust
Cultural synergy
Problem areas
Language issues
Meetings
Virtual meetings
Advantages and disadvantages of multicultural groups
Training of international teams

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142 Cross-Cultural Communication
synergy and celebrate diversity. Dowling, Welch and Schuler emphasize 
that: ‘Because international business involves the interaction and move-
ment across national boundaries, an appreciation of cultural differences and 
when these differences are important is essential’ (1999: 12). Companies 
operating internationally need to exploit the strength of cultural diversity 
if they are to be responsive to changes in their business environment. 
Being culture- rich is now considered essential for successful global business. 
Creating multinational teams is one of the main activities in the process of 
internationalization.