'Cross-cultural Teams' - Strategic Fit and Organisational Effectiveness

When an association tries to enlarge its process geographically to more than one republic, it tends to become a multiracial organization. As part of global process, multinational companies form international teams to pool global talent, meet organizational goals and implement complex business strategies. The spurt of Global business has increased the demand for professionals from different countries. As a result, there is tremendous movement of people from different countries with divergent culture and administrative biases that has led to enormous cross-cultural influence. The biggest challenge faced by these organizations will then be blending of employees from different cultural backgrounds for instance, Americans working with Japanese: When personnel from two or more philosophies network with each other on a consistent basis, it grades into multiculturalism. The employees entering another nation need to regulate their respective leadership styles, communication patterns and various other practices to fit into the panache of the host nations. What the organization needs is the fusion of culture between these employees to augment greater efficiency and achieve effectiveness and long-term organizational goals. Hence, an attempt is made in this paper to understand the strategic fit of these cross-cultural teams and the organisational effectiveness.