To enable flexibility and global integration in multinationals, global teams are becoming more fluid, forming and dispersing rapidly to meet organizational needs. However, current conceptualizations of teams and methodological approaches do not provide a clear understanding of dynamic global teams and how they perform global work in MNCs. To address this problem, we mobilize the ‘teaming’ perspective (Edmonson, 2012) to explore global work in the complex matrix structure of Computer, a large multinational technology company.
Our study includes interviews and observations of 40 global account teams.
The results suggest that an intermediate structure, called a ‘meta-team’, provides a referential space that supports teamwork. Within the meta-team, operational practices and a common mindset provide insights into the behavior and expectations of members. In addition, team substructures form and change to fit the activities. This study contributes to the literature by (i) demonstrating how dynamic global work is performed in multinationals using meta-teams and teaming, (ii) showing how meta-teams address some of the challenges of global work such as fluid collaboration and participation in multiple teams, (iii) providing new insights into how global work is performed in multinationals, and (iv) showing how global work is performed in multinationals. (iii) providing new insights into teamwork in context and temporary work.
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The existing literature on the legitimacy of daughters in the succession process of family businesses tends to separate the analysis between, on the one hand, the role of successor daughters and, on the other hand, the networks that activate and validate their legitimacy. This separation sustains a dualism in the conceptualization of relationships between successor daughters and the various stakeholders. This study addresses this gap by drawing on Strong Structuration Theory and the analysis of five cases of successor daughters. The results highlight that the social legitimacy of successor daughters in family businesses is the result of a continuous interaction between individual agency and social structures, within a logic of duality. It proposes a conceptualization of legitimacy as a dynamic process of social co-construction. The study reveals the interdependence between personal legitimacy and entrepreneurial legitimacy, which mutually reinforce each other through intertwined structuration cycles. This articulation contributes to the progressive co-construction of social legitimacy, emphasizing its evolving and adaptive nature.
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- Entrepreneurship