Understanding the Impact of Organizational Culture on Employee Collaboration in Global Teams
Keywords:
Organizational culture, Global teams, Employee collaboration, Cross-cultural communication, Virtual teamwork, Qualitative research, NVivo, Multinational organizationsAbstract
This study aims to explore how organizational culture influences employee collaboration within global teams operating in multinational environments. The research employed a qualitative design using semi-structured interviews with 31 participants working in international organizations based in Tehran. Participants were purposefully selected for their direct involvement in cross-cultural, distributed teams. Data collection continued until theoretical saturation was achieved. All interviews were transcribed verbatim and analyzed using thematic analysis with the aid of NVivo software (version 12). The analysis followed Braun and Clarke’s (2006) six-phase approach to identify recurring patterns and emergent themes. Three overarching themes emerged from the data: (1) Cultural Norms and Shared Values, (2) Communication and Language Dynamics, and (3) Team Integration Mechanisms. Subthemes included respect for diversity, power distance, individualism versus collectivism, language barriers, feedback culture, leadership practices, and informal socialization. Participants reported that organizational cultures fostering inclusivity, trust, openness, and psychological safety significantly enhanced collaboration. Conversely, cultural misalignment, unclear communication norms, and rigid hierarchies were found to impede effective teamwork. Leadership adaptability and culturally responsive onboarding practices were particularly critical in facilitating cohesive and productive global collaboration. The study highlights organizational culture as a central determinant of collaboration effectiveness in global teams. Culturally inclusive environments that support trust, feedback, and integration mechanisms are essential for overcoming geographic and cultural barriers. The findings offer practical implications for organizational leaders and HR practitioners aiming to foster collaborative capacity across diverse global teams, as well as contribute to the growing literature on intercultural management and organizational behavior in virtual contexts.
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