Cultural code-switching in high context global virtual team members: A qualitative study

Author:

Zakaria Norhayati1ORCID,Ab Rahman Muton Nursakirah2

Affiliation:

1. University of Sharjah, Sharjah, United Arab of Emirates

2. UOW Malaysia KDU Penang University College, Malaysia

Abstract

Global virtual teams (GVTs) are a prevalent work structure that enable people to accomplish tasks across time, space, and cultural boundaries and perform cross-culturally. However, few studies have highlighted what exact behaviors enable GVTs to share knowledge effectively. Based on a qualitative study using semi-structured interviews with 22 respondents from various multinational corporations (MNCs) in Malaysia, we answer the following overarching research question: Why do high context members switch their communicative behaviors amongst foreign team members within global virtual teams? Our study provides detailed narratives of high-context team members becoming the behavioral “switchers” to collaborate and share knowledge with their foreign team members effectively. Our study defines and clarifies the concept of cross-cultural code-switching as a key behavior reflecting effective cross-cultural performance when accommodating foreign team members’ communicative behaviours by adopting (1) directness in speech, (2) openness during knowledge sharing, and (3) task-oriented aims. This study addresses several gaps in the field of cross-cultural management by extending Hall’s (1976) theoretical lens on high-context and low-context cultures, Molinsky’s (2007) cross-cultural code-switching concept in the context of the virtual work structure, and the criterion space surrounding cross cultural performance.

Publisher

SAGE Publications

Subject

Organizational Behavior and Human Resource Management,Arts and Humanities (miscellaneous),Cultural Studies,Business and International Management

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