Dorota Simpson

International virtual teams are a relatively new form of working organization, closely linked to the global development of information technologies. Their dynamic development is causing growing interest in both advantages and weaknesses of this form of cooperation in international business. The aim of this review paper, in addition to organizing terminology related to different types of teams, is to identify the benefits and shortcomings of this form of working organization. To achieve this aim, the descriptive method and qualitative approach were used. The basic method of collecting qualitative data were unstructured individual and group interviews and observation, in particular participant observation. These were supplemented by data from secondary sources, such as research papers and reports from quantitative studies. A comparative analysis of the data collected from primary and secondary sources allowed to identify the advantages and disadvantages of international virtual teams, with made it possible to formulate conclusions and recommendations.

The developing process of globalization causes increasing migration of people which in turn leads to greater cultural diversity of societies. The most mobile generations include those named Y and Z, that is, people born in the 1980s and 1990s. Representatives of the latter, undertaking studies in other countries within the framework of the Erasmus program, are the subject of research con- ducted in the paper. Due to the fact that cultural intelligence is a dynamic category and can be de- veloped, it was considered worth examining whether the Erasmus program has an impact on the level of students’ CQ. The aim of the paper is to verify the research hypothesis assuming that even one semester spent in another country and additionally in the group of other Erasmus program participants can contribute to the development of cultural intelligence. It was assumed that if the hypothesis is true, the level of their CQ, measured by Expanded Cultural Intelligence Scale, should be higher at the end of their stay than it was at the beginning. In addition to the presenta- tion of the results of the empirical study, source literature was analysed and descriptive method was used. The examined population included students of the Erasmus program studying at the Faculty of Economics of the University of Gdańsk in the winter semester 2017/2018. The obtained results showed an increase in their CQ level and thus enabled a positive verification of the re- search hypothesis.

Dynamic and most often unexpected changes in the world economy, constant development of technology, unstable political situation in many regions, and growing migration of people resulting in increased cultural diversity at workplaces are among the challenges that contemporary enterprises have to face. All these circumstances influence companies seeking opportunities to achieve competitive advantages, both internationally and domestically. Turbulent environment requires managers who are equipped with both traditional managerial hard skills, and soft skills, including cultural intelligence. In the literature, cultural intelligence as an important attribute of global managers has been primarily considered and analysed regarding managers delegated to work abroad. However, increasing cultural diversity of the population of certain countries results in the growing importance of culturally diverse staff working also in companies operating in a domestic environment. It means that managers have to face many complex problems related to effectively leading culturally diversified teams. The main purpose of the paper is to highlight the importance of cultural intelligence as an attribute of global managers working abroad. Effective managers can manage an intercultural workforce and gain competitive advantage from cultural diversity regardless of the country they work in.

It can be assumed that globalization, leading to the unification and assimilation of many processes which take place in the world economy, technology, and culture will transform the contemporary world into a global village, and thus the problem of cultural differences will be marginalized. If the easiness of acquisition and transmission of information via Internet as well as fast and cheap movement of people offered by economic airlines are taken into account, it can be concluded that the discussion about culture shock and reverse culture shock experienced by expatriates is unjustified. However, in practice, the phenomenon of culture shock still occurs, and its course and scope depends on expatriate’s personality, his preparation for work and life in a foreign country, and the degree of cultural diversity. Culture shock extends the period of adaptation to a new culture, has negative impact on well-being, achievements, effectiveness, and reduces job satisfaction. Some managers cannot adjust to work and life in a foreign cultural environment and decide to return earlier to their home country. The ones who are able to overcome culture shock and adapt to new conditions of work and life can experience reverse culture shock after coming back home, because in the meantime everything has changed. Culture shock also applies to inpatriates, local managers delegated to the headquarters. Complete elimination of negative consequences of culture shock and reverse culture shock is not always possible but there are some methods of reducing negative effects of this phenomenon. Hence, the purpose of this article is to identify the essence and the course of culture shock, and indicate the ways leading to the reduction and mitigation of its consequences. Studies and analysis of literature illustrating culture shock and reverse culture shock were conducted to achieve the aim of this paper, and the monographic method was utilized to the presentation of the results of the research.

In the postindustrial era, based on services and informatisation of all aspects of an individual’s life,
employees’ knowledge and skills (preferably communication and interpersonal skills), their flexibility
and mobility acquired a particular significance (importance). A permanent increase in the
flow of information which has to be analysed, and the need of communication with others result
in lenghtening of a working day. A universal use of mobile phones and mobile Internet cause that
the end of a working day becomes illusory for many employees, because it is very common to find
a requirement of evening and weekend availability in the candidate profiles published by employers.
However, increasing involvement, duties, and responsibilities of employees do not result
in an adequate (appropriate) rise of their salaries. The consequences of this process can lead to
burnt-out syndrome. The phenomenon of the burnt-out syndrome becomes more and more common
and that is why the purpose of the paper is to diagnose its essence, reasons, and to find the
methods of its prevention. Literature studies and case study methods illustrating the burnt-out
syndrome were utilised to achieve the aim of the paper, and the monographic method was used
to present the results of the research.

The importance of cultural intelligence in managing international teams

In the contemporary world, economically and communicatively interconnected, more and more people live and work in different cultural environment. Expansion of transnational corporations, development of international joint ventures, strategic alliances, mergers and acquisitions, and international project teams cause growing demand for professionals – expatriates and inpatriates – travelling and working worldwide. Sometimes virtual solutions are employed in managing international teams. Business practice shows that international managers have to face much more difficult challenges than domestic ones. Globalization, with the growing mobility of highly educated, talented people, resulted in the development of global labour market, powered by professionals coming from diverse countries and cultures. As a result, the intercultural problems and conflicts become more and more burning, which creates the need for cultural intelligence – an important attribute of expatriates, together with general intelligence, emotional intelligence, and other managerial competencies which was the reason for researching cultural intelligence in international business. The aim of this paper is to identify the essence, the origin, the dimensionsn and the sub-dimensions of cultural intelligence, and to indicate its importance in different types of international teams. Studies and analysis of relevant sources were conducted to complete the task. To present the results of the findings the monographic method was utilized.