Description
This paper focuses on multicultural senior management teams and homogeneous teams of locally selected senior executives. The author starts with brief descriptions of global companies, the responsibilities of senior managers, and international companies’ goals. Through a literature review, the author identifies and employs the impacts of teams’ heterogeneity and homogeneity, focusing on the cultural backgrounds of teams’ members to appraise the advantages global companies could gain from multicultural senior management teams and homogeneous teams of senior executives selected locally. International companies could gain a competitive advantage, a positive image, effective conflict resolution and mitigation, excellent customer relationships, successful organizational change implementation, and employee job satisfaction by using multicultural senior management teams. Global companies that engage homogeneous teams of locally selected senior executives could gain advantages concerning fast decision-making, productivity, and organizational performance. Drawing from the characteristics of multicultural senior management teams and homogeneous teams of senior executives selected locally, the author describes the circumstances under which to recommend each type of team.
