Abstract:
In today’s business environments, dynamic contexts are becoming more and more prevalent.
Multinational corporations (MNC) are even more so affected as they depend on diverse teams
in different environments on a global level for their survivability. It can be said that teams that
are unable to adapt to non-routine contexts are most likely to fail. Teams are characterised as
complex adaptive systems as they are interdependent on each other, and they have complex
non-linear interaction patterns which mediate their success. The task contexts within which
MNC teams operate with mediators may require varying adaptive responses, furthermore,
organizational, team and individual level factors are all antecedents which influence the team
adaptation process.
A qualitative research method based on an embedded case study was used to interview 17
individuals from 5 subsidiaries and the headquarters team to gain data on the influence of
heterogeneous interaction patterns on team adaptation process within a non-routine context.
The individuals were purposely chosen and represented different management levels within
the MNC.
Seven key constructs were identified which included, team interaction patterns, non-routine
contexts, uncertainties, team adaptation process, organization culture and climate, subsidiary
autonomy, and headquarters-subsidiary (HQ-subsidiary) tensions. The constructs and
conceptual model adapted from literature to suit the dynamics on an MNC was used to guide
the study.
The key outcomes of the research were that heterogeneous interaction patterns did not have
a positive effect on team adaptation process, and that teams requested more coordination and
effective communication. It was found that organizational and team level antecedents had a
high influence on the team adaptation process which was pivotal for success. The MNC had
overlooked key antecedents to successful team adaptive outcomes and immersed itself into
the actual team adaptation process. The research showed that there would be benefits to
following the adaptation process starting with antecedents on an organizational level.
