Globally dispersed teams at General Motors
Name
44422052-MIT.pdf
Description
Full printable version
Size
12.23 MB
Format
Adobe PDF
Checksum (MD5)
d3711e734e043704cf242ef2f0f83208
Author(s)
Carlisle, Stephen K. (Stephen Kernaghan), 1962-
Hernandez, Ernesto M. 1958-
Advisor(s)
John Van Maanen and Jan Klein.
Date Issued
1999
Publisher
Massachusetts Institute of Technology
Abstract
A literature review was done to understand how different authors and researchers view collaboration and teamwork. In addition, interviews were conducted with a cross section of members of teams operating globally within General Motors. This thesis builds upon this research and expands on the effect and interplay of the many different variables present in all collaborative efforts. Special emphasis has been placed in understanding team dynamics for globally dispersed teams. Literature analysis and field interview data led us to develop a model of teamwork dynamics. The model contributed to the understanding of variables and feedback mechanisms affecting alignment, interaction and communication, trust, capability, and team results and efficiency. A survey was administered to partially test the model and to validate insights from interview sessions. From this work, we conclude that issues surrounding globally dispersed teams do not differ significantly from those inherent to co-located teams. However, some of these issues especially time, distance and diversity exert a stronger influence on dispersed teams and require different sorts of interventions to build and maintain effectiveness. As far as General Motors is concerned, we conclude that GM is doing the right things when it comes to assembling teams operating globally but the pace at which the entire organization is genuinely committing to change needs to be accelerated.
Description
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 1999 [first author]; and, Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 1999 [second author].
Includes bibliographical references (leaves 146-149).
Subjects
Sloan School of Management.
MIT Department
Sloan School of Management
Terms of Use
M.I.T. theses are protected by
copyright. They may be viewed from this source for any purpose, but
reproduction or distribution in any format is prohibited without written
permission. See provided URL for inquiries about permission.
copyright. They may be viewed from this source for any purpose, but
reproduction or distribution in any format is prohibited without written
permission. See provided URL for inquiries about permission.
Persistent DSpace Link
