Globalization and Team Culture: A Study of Emirates Airline

This text is a research project on the impact of globalization on team culture, specifically in the context of Emirates Airline. The purpose of the study is to investigate whether team members are able to work together in a global team and how globalization affects team culture. Primary data was collected through a survey of 50 employees of Emirates Airline using a non-probability sampling method. The findings indicate that globalization has a positive impact on the team culture of Emirates Airline, with access to technology advances and communication being significant elements. The text also includes a table of contents outlining the various chapters and topics covered in the research, including literature review, organizational culture, globalization, cultural diversity, virtual teams, cross-culture communication, and global talent management.

Running head: MARKETING
Marketing
Name of the Student
Name of the University
Author Note

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Abstract
This research project is an in-depth investigation of how globalization affects the team-
culture. This research aims to identify whether the teamer members are able to work together
in a global team of Emirates Airline. Purpose of the study is to investigate the impact of
globalization on team culture. To meet the purpose, primary data analysis has been performed
and primary data has been collected by a survey among the employees of Emirates Airline.
Study uses non-probability sampling method to perform the survey. Survey has been
performed among 50 employees of Emirates Airline. Findings indicate that globalization
positively impact the team culture of Emirates Airline. Access to technology advances for
achieving better performance is one of the drivers of rapid dissemination of global team-
culture across many large organizations. Likewise, communication is another significant
element of globalisation which has actually facilitated the ways of running a global team.

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Table of Content
CHAPTER 1: INTRODUCTION..............................................................................................6
1.1 Introduction......................................................................................................................6
1.2 Background to the Statement...........................................................................................7
1.3 Background of the organizations.....................................................................................7
1.3 Problem Statement...........................................................................................................8
1.4 Objectives of the study.....................................................................................................9
1.5 Research Questions..........................................................................................................9
1.6 Research Hypothesis........................................................................................................9
1.7 Rationale of the study.......................................................................................................9
1.8 Dissertation Structure.....................................................................................................10
1.9 Summary........................................................................................................................11
CHAPTER 2: LITERATURE REVIEW.................................................................................12
2.1 Organizational culture and globalization.......................................................................12
2.2 Globalization and Workplace.........................................................................................14
2.3 Impact of cultural diversity on work team performance................................................15
2.4 Virtual Teams- product of globalization........................................................................17
2.5 Impact of globalization on cross culture communication..............................................18
2.6 Cross Culture Communication Model...........................................................................21
2.7 A better Approach on Globalization..............................................................................24
2.8 Diverse teams to enhance performance in the organizational setting............................26
2.9 Theories underlying team development in organizations..............................................27

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2. 10 Benefits of global teams for international organizations............................................29
2.11 Global teams assist in creating a positive climate of diversity....................................32
2.12 Global team as a solution to global talent management...............................................33
2.13 Global teams as a mean of global integration: network builders and coordination.....34
2.14 Research Gap...............................................................................................................35
CHAPTER 3: RESEARCH METHODOLOGY.....................................................................36
3.1 Introduction....................................................................................................................36
3.2 Research Onion..............................................................................................................36
3.3 Research Philosophy......................................................................................................37
3.4 Research Approach........................................................................................................38
3.5 Research Design.............................................................................................................39
3.6 Data Collection Method.................................................................................................39
3.7 Data analysis..................................................................................................................40
3.8 Sampling........................................................................................................................40
3.9 Ethical consideration......................................................................................................41
3.10 Limitation.....................................................................................................................41
CHAPTER 4: FINDINGS AND ANALYSIS.........................................................................42
4.1 Survey Data....................................................................................................................42
CHAPTER 5: CONCLUSION AND RECOMMENDATION................................................74
5.1 Conclusion......................................................................................................................74
5.2 Recommendation............................................................................................................76

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References................................................................................................................................78

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List of Table
Table 1: Globalization trends have impact on team culture.....................................................42
Table 2: Diversity affects the team work.................................................................................44
Table 3: Type of challenges to global team.............................................................................46
Table 4: Processing and training required in a global team.....................................................48
Table 5: Cultural diversity has positive impact on team performance.....................................49
Table 6: Globalization can affect the cross cultural communication in a team.......................51
Table 7: Communication is one fundamental requirement to deal with globalization in
business....................................................................................................................................53
Table 8: Communication training for working in a global team..............................................55
Table 9: Technology based learning is required when working in a global team....................57
Table 10: Required human resource practices.........................................................................59
Table 11: HRM challenge to Emirates when managing global teams.....................................61
Table 12: Employee regional identity......................................................................................64
Table 13: Additional function by international HR manager of Emirates should better know
of..............................................................................................................................................66
Table 14: Ways for Human Resource Development................................................................68
Table 15: Employee Tenure in Emirates..................................................................................70
Table 17: Employment status of Employees in Emirates........................................................71
Table 18: Age Group................................................................................................................72
Table 19: Gender......................................................................................................................73

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List of Graph
Graph 1: Globalization trends have impact on team culture....................................................44
Graph 2: Diversity affects the team work................................................................................45
Graph 3: Type of challenges to global team............................................................................47
Graph 4: Processing and training required in a global team....................................................49
Graph 5: Cultural diversity has positive impact on team performance....................................51
Graph 6: Globalization can affect the cross cultural communication in a team......................53
Graph 7: Communication is one fundamental requirement to deal with globalization in
business....................................................................................................................................55
Graph 8: Communication training for working in a global team.............................................56
Graph 9: Technology based learning is required when working in a global team...................58
Graph 10: Required human resource practices........................................................................60
Graph 11: HRM challenge to Emirates when managing global teams....................................62
Graph 12: Changing perspectives from subordinates to business partners..............................64
Graph 13: Employee regional identity.....................................................................................65
Graph 14: Additional function by international HR manager of Emirates should better know
of..............................................................................................................................................67
Graph 15: Ways for Human Resource Development...............................................................69
Graph 16: Employee Tenure in Emirates.................................................................................71
Graph `17: Employment status of Employees in Emirates......................................................72
Graph 18: Age Group...............................................................................................................73
Graph 19: Gender.....................................................................................................................74

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Topic- How does globalization affect team work in businesses? Are teams able to work
together when they come from dissimilar cultures?
CHAPTER 1: INTRODUCTION
1.1 Introduction
This research project is a detailed investigation of how globalization affect team work in
business to find out whether teams are able to work unanimously when they come from
different cultural backgrounds. Globalization certainly made changes in the dynamic of
business and that happens irreversibly. Presently, organizations often operate in a much larger
scale and in environment of global competitiveness where the product development, market
needs, customers’ targets should consider myriad cultures, collaborations and regional
development. According to Noe et al. (2017), while information and communication
technologies connect various nations, culture and languages in virtual reality, the physical
reality is being influenced by the movement of people creating multi-national as well as
multi-cultural environment in the real world. So it is worth mentioning that the migration
could trigger the phenomena of cultural shock by forced integration of people from different
nations, languages and cultures. Today, it is not unusual to consider foreigners as colleagues
or co-mates whereas in the recent past this was rare. This shift could affect the structure of
people and workforce which is available for business organizations and carries and conveys
the cultural diversity alongside.
The purpose of this dissertation is to identify how globalization affect team work in
business and identify whether teams are able to work together especially when they come
from different cultural backgrounds. In order to judge and analyse the issue with the real
world context, global operation of Emirates Airline has been considered in the analysis. This

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introductory section of the dissertation provides a detailed background to the study along
with problems which have been researched in the study. Chapter also provides a
comprehensive set of objectives which have been followed throughout the study and met at
the end. Research questions developed in this section have been further attempted in the
fourth chapter of the dissertation. Likewise, research hypothesis developed in the chapter
have also been tested and verified before analysing the collected data. Study conducted both
primary and secondary data analysis by gathering secondary and first-hand information.
1.2 Background to the Statement
It is certain that globalization has enabled firms and corporations to work together for the
same purpose. Herrmann (2012) mentioned that corporates norms have made it easy to
amalgamate the cultures that origin from different geographical locations. According to
Herrmann (2012) gone are the days when everyone did the same things on a regular basis and
even all worked under the same room. So, while companies tend to adjust to evolve market
conditions, employees must have to make adjustment. In this context, Salas et al. (2015)
commented that business team must have to adjust their process to communicate across
organizations and business team must have to adjust their process identify cultural as well as
regulatory differences. Employees in every region must be able to cooperate without missing
a beat in producing their daily work. Especially, when working in a team, no matter where
they are in the world, employees should communicate with each other. Furthermore, it has
also been identified that technological advancement, business across the world have the
ability to connect as well as trade much faster than they could have imagined two decades
ago. This study identifies how this collaboration occurs or unanimous cultural diversity
comes in existence in the organization.

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1.3 Background of the organizations
It is widely known that Emirates story started in 1985 when it launched operations with just
two aircrafts but today the organization flies world’s largest fleets of Airbus A380 and
Boeing 777s providing its customers the comfort of the latest as well as most efficient-wide
body aircraft in the skies. With its high quality of service, the brand inspire the travellers
across the world with the increasing network of destinations, industry leading inflight
entertainment, regionally inspired destination as well as world-class services. It has been
identified that Emirates tend to offer an inside look into the heart of its operations. ()
Emirates Engineering is one of the world’s largest as well as most advanced aircraft
maintenance facilities providing largest fleet of Airbus A380S and Boeing 777s across the
world. It has also been identified that Emirates Engineering has been a global leader in A380
maintenance and the facility encompasses few heavy maintenance hangers and a painting
facility which could accommodate the aircraft. It has been noted that Emirates increased its
global connectivity as well as consumer proposition through the strategic partnership.
Furthermore, despite of the political challenge influencing traveller demand as well as fare
adjustment because of the competitive business environment.
1.3 Problem Statement
It has been identified that culture has wide impact on the individuals especially when they
are working in a team. However, with the expansion of corporations, culture has also
disseminated across the globe. Dunning (2014) mentioned that the technique of globalization
has widely influenced the normal business and organization’s operation with many
companies being forced to adapt to many changes to become relevant as well as profitable in
the existing global markets. If the constant international changes that occur due to
globalization in political and economic ground are taken into account, it is very paramount to
collect responses of different organisations to same changes. However, it is important to learn

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how this global culture is affecting the internal environment of the organizations- like the
teams which consist of individuals from different cultural backgrounds. Global cultures
create different dynamics in the business process and those dynamics have great impact on
team culture. Therefore, instead of focussing and considering globalization as a whole, it is
important to expand the focus of the study on different individuals firms.
1.4 Objectives of the study
 To identify the relation between globalization and team work in the organization
Emirates Airline
 To examine the cultural diversity in team work in Emirates Airline
 To critically investigate the impact of globalization on team work in Emirates Airline
1.5 Research Questions
 How cultural diversity affect teamwork in the organization?
 What is the impact of globalization on team work in the organizations?
1.6 Research Hypothesis
 H0- Globalization has no impact on teamwork in the organizations
 H1- Globalization has impact on teamwork in the organizations
 H2- Cultural diversity has impact on teamwork
1.7 Rationale of the study
The organization in the present day tend to exist in a variable environment which is
directly affected by the technique of globalization. It has also been identified that all these
often lead to several social change and changes in the national culture on which in turn, is
linked to organizational culture, values in the organizations. Thus, it is really important to
learn how such large set of culture mixed with regions and demographics create impact on
teamwork. There are many studies performed on the issue of globalization and its impact on

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the organization as a whole but hardly a study has been performed particularly on the impact
of globalization on teamwork in the organization. Moreover, it is not yet known how
organizations are dealing with the cultural diversity in the workplace especially when
individuals are working together despite the differences. Thus, it is highly important to
perform a study with the focus on both globalization and team approaches towards diverse
culture in the workplace.
1.8 Dissertation Structure
Figure 1: Dissertation Structure
(Source: Self-made)
Chapter 1: Introduction
This is an introductory chapter of the dissertation and it starts stating research aim,
purpose and background. The chapter provides a detailed background about the existing facts
and findings related to globalization and relation and impact on team and organization.
Chapter 2: Literature Review
Chapter 1: Introduction
Chapter 2: Literature Review
Chapter 3: Research Methodology
Chapter 4: Research Findings and Analysis
Chapter 5: Conclusion and Recommendation

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This chapter is a review of existing papers performed on globalization and cultural
diversity and their relation with the teamwork, the review has been performed to generate the
existing insights regarding globalizations.
Chapter 3: Research Methodology
This chapter discusses research techniques that are used in the study. Study both uses
secondary and primary data analysis. Chapter discusses how primary data has been collected
and applied to the study. Chapter also discusses how the collected data has been analysed.
Chapter 4: Findings and analysis
This chapter presents the data findings that have been collected by both primary and
secondary data collection methods. The collected data has been represented with graph and
table to interpret them suitably. When performing the analysis, the data has been linked to the
findings found in literature review
Chapter 5: Conclusion and Recommendation
This chapter summarizes the entire work starting from introductory chapter. On the basis
of the outcome of the study, appropriate research suggestions have been developed.
1.9 Summary
This chapter of the dissertation builds the backbone of entire dissertation by stating clear
research objectives and questions. Research aims developed in the chapter have been
followed throughout the chapter and on the basis of the aim and objectives research
objectives are further followed in the next chapter of the dissertation. Moreover, the research
questions developed in the chapter are completely based on globalizations and cultural
diversity, which have been further attempted in findings and analysis chapter.

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CHAPTER 2: LITERATURE REVIEW
It has been identified that the impact of globalization has had in business activities,
the workplace as well as the workforce is colossal and cannot be left out in the cold. It is
more of a significant shift, which brings about both positive and negative changes. Thus,
authors mention the fact that for any individual or business to be successful in today’s global
market, as a business or individual professional, awareness always remains fundamental.
Likewise, there are several other facts associated with globalization and cultural diversity that
are reviewed in the following. Review of literature has been performed considering fifty
journal articles.
2.1 Organizational culture and globalization
Eaton and Kilby (2015) performed a study and mentioned the fact that organizational
culture is widely known as complex ideologies and some particular set of behaviour along
with the symbol and this whole thing is shared throughout the organization that certainly
affect the way organizations achieve its objects and guiding regulations and control of
employee conduct. Giritli et al. (2013) mentioned that organizational culture is often a
fundamental task of organisational managers and leaders by forming frames under which the
organization tend to formulate and implement its policies. According to the authors, this
usually takes place in the technique of addressing the issue dealt by organization during the
process of work. Nonetheless, problem with such form certainly takes place and raise
questions that are associated to the external adoption as well as internal collaboration. In
response to the statement of the authors, Richard, Kirby and Chadwick (2013) mentioned that
the external adaption could arise as the outcome of the rapid changes taking place in the
environment. So, the businesses today are trying to find a comfortable place in market
environment and create the competitiveness of coming long future. So, basically

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organizations or businesses are in the need of a suitable mechanism which could hold its
compactness, which could provide extending operational efficiencies and accomplish the pre-
defined goals.
Under this similar context, Nouri et al. (2013) mentioned that the impact of
organizational culture can be observed both the external and internal adaption. According to
the authors, resolving the issues it experiences with the time, it is able to manage to create the
system of rules and norms, beliefs and values, which create a collective experience taking
place as a significant resource in creating organizational competitiveness. Adair, Hideg and
Spence (2013) arguably mentioned that the above cannot he achieved or created in short time;
so to achieve this, a more longer period of time is required when employees experiences and
resolves the challenges through multiple communication and interactions. On the contrary,
Nederveen et al. (2013) mentioned about a number of factors that strongly influence and
shape the organization culture, among which national culture is worth adding in this context.
This happens because employees do not enter the organizations with their “blank mind”, they
rather join the organization with specific values, opinions, assumptions, value systems and
other moral principles of their own national culture. Such culture are developed from early
childhood due to the influence of family, educational institutes and friend circle. So, such
values, according to the authors of the above study, tend to develop primary layer; rather the
backbone of the firm, which is by default in created in organization.
In contrast, Gurung and Prater (2017) commented that organizational activities have strong
influence and moreover feature of such activities could impact. In addition, on top of
everything, employees of the organization tend to encounter similar situations and issues.
However, it must be mentioned that such implantation is often opposed by Trax, Brunow and
Suedekum (2015), because the authors have stated that businesses that perform the same set
of activities are usually characterized with a similar set of system of values and assimptions

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but these could be opposed to the organization whose business is strongly different from the
above stated businesses. Tröster, Mehra and van Knippenberg (2014) managers play a great
role in shaping business culture by developing their own personality and management
culture. Authors stated that the effect of their management culture as well as personality are
twofold which is seen indirectly through behaviour and principles of management. Due to
such reasons those are assigned. So, it can be added that managers and organizational
members often create an internal environment that mostly create advantages of some
organizational culture.
2.2 Globalization and Workplace
Shenkar, Luo and Chi (2014) performed a study and mentioned the fact that due to the
technological advancement, businesses across the world are able to connect and trade in a
much rapid way than marketers have thought twenty years ago. Waite, Rodríguez and
Wadende (2015) performed a research and stated the fact that when it takes months or years
to formulate global relationship or run a business in overseas, all it requires is few clicks to
enhance a business relationship
Cultural diversity
According to Lingard and Sellar (2013), as the economy progresses and it becomes
more globalized businesses observe a more diverse workforce. This study state the fact that
whether or not it engages global teams having to work together, employees from different
cultural background, work ethics and religious differences, are always the challenges to
businesses when being globalized. Nonetheless, Castello and Ozawa (2014) mentioned that
while the issues could arise and benefits far outweigh them and include different
understanding and new ideas from management as well as the marketing standpoints.
Developed Standards:

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While the developed and developing nations often deliver goods and services at most
reasonable price, those countries have faced bigger barriers when seeking to live up to
standards of quality and health safety of western nations. This could greatly be beneficial for
them as raising their standards to meet the expectation of overseas clients, workers to be
perform to their full potentials. Kalemli‐Ozcan et al. (2013) added the fact that developing
economies can also benefit from this and as this overall standards and quality of work could
help to strengthen local or regional markets.
Processes and Training:
Warner (2013) performed a study and mentioned the fact that in order to help workers
adapt to their changing or dynamic business environment, training on a regular basis is
required and this should be relatively common. Cramer (2017) commented that cultural and
language training are usually the first steps as well as some organisations tend to modify
business hours to create an effective match in different time zone. According to, Wojcik
(2013) although globalization brings about some particular issues and negative consequences;
it is rather a real trend which affects every worker as well as business in every nations in the
world. So, it cannot be left in the cold; so it is rather a key that managers tend to keep up with
global trends and changes. This remains as proactive in helping their teams.
2.3 Impact of cultural diversity on work team performance
Eaton and Kilby (2015) mentioned the fact that having cultural diverisyt is presently a
trend along with the globalization –the majority of organizations in the world usually have
different branches in several locations. Authors have mentioned the fact that most people tend
to believe that cultural diverisyt has colossal impact on team performance and it is necessary
for teams to become multi-cultural. In this similar context, Giritli et al. (2013) mentioned that
simply figuring out others become old-fashioned and is no longer sufficient for either

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supervisors or employees surviving in today’s diverse work environment. Authors also state
the fact that employees are expected to concurrently and effectively communicate with
people from different cultures. On the contrary, Nouri et al. (2013) mentioned that effect of
cultural diversity could change on team’s situation, cultural diverisyt has a strong impact on
five different variables such as communication, conflict, cohesion, satisfaction as well as
creativity influence overall team performance.
Adair, Hideg and Spence (2013) also mentioned the fact that effective
communication remains as a significant criterion of effective team performance which
requires individuals to gain insight about common languages, have shared values and cultural
diversity could minimize the effectiveness of communication due to language. In this context,
Nederveen Pieterse, Van Knippenberg and Van Dierendonck (2013) mentioned that for
example who is born and raised in Eastern nations could have the issues of communications
while working in US surrounded by different people. In this context, Wojcik (2013)
commented that people subconsciously learn their values and beliefs during the young age,
person’s values, beliefs and behaviour could vary from which was taught in the western
nations. The individual learned from their own culture never disown other’s request but the
individual could soon find out they can be overwhelmed by several other tasks. In such
context, Vahlne and Jonsson (2017) mentioned that ineffective cultural diverisyt could lead to
conflict and affect overall team performance.
Furthermore, Khadartseva and Agnaeva (2014) commented that conflict can usually
occur when people have different priorities or opinions due to different personal needs and
values. In response to this statement, Khadartseva and Agnaeva (2014) mentioned that
although some studies tend to show that team performance can increase due to task conflict
and it can be controlled by personal process but any sort of conflict can affect team
performance. Authors also have mentioned that similar to the causes of ineffective

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communication, reasons that trigger conflict are the major differences of background and
experiences. On the other side, Donzé (2014) mentioned that besides, conflict, cohesion can
also be enhanced by diversity in the culture. According to the authors of this study, cohesion
refers to the state of attraction to the group, satisfaction with other members and type and
nature of social interaction among different group of individuals.
Furthermore, Bühlmann, David and Mach (2013) mentioned that cultural diversity
can also influence the level of satisfaction of the individuals and enhances creativity of the
team. Thus, the authors in their study, diverisyt is having a great impact on satisfaction and as
a result, it can also harm overall team performance. Tierney and Lanford (2015) added the
fact that reasons that individuals are not satisfied working in a diverse team or diverse
environment is because they are not comfortable being with the people who are culturally
different.
2.4 Virtual Teams- product of globalization
According to Salas et al. (2015), globalization of the world did not only lead to an
increasing division between spatial as well as functional aspects of value chain, it also
changed organization and the work environment within the organizations. Originally, almost
every organization shaped its value chain technique regionally. In this context, Kalemli‐
Ozcan et al. (2013) commented that spatial as well as functional techniques are separated as
well as the organization itself is highly specialized; so the complexity of the global process as
well as the rise of unexpected issues require intensive collaboration with colleagues, co-
workers or any sort of external consultants from different regions of the world, different
educational as well as knowledgeable backgrounds, different level of hierarchy. Thus, Nouri
et al. (2013) mentioned the fact that such form of collaborations should, due to geographical
distances as well as reasons for costs, work typically through internet or any virtual
communication; could be supplemented on an occasional basis by face to face meeting

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between the team members of the organization. This is effective because work which is done
in the virtual environment is most likely to become predominant type of work within
multinational firms.
When it comes to virtual teams, Adair, Hideg and Spence (2013) mentioned about
virtual requires specification so digital communication through emails is currently the part of
everyday work of almost every organizational member in all organizational places. However,
authors have also raised the questions for example, how does the companies in the virtual
environment tend to differ from such form of daily exchange of information and
communication between the organisational members. In response to this statement, Crane,
Kawashima and Kawasaki (2016) mentioned the fact that the concept of virtual team is
mostly related to conventional teamwork; so both type of organizations have a group in
general as the social construct, but in order to be sociologically known as group, Putnam and
Mumby (2013) mentioned about some particular elements such as specific number of
members, a common goal, a process of continued communication and interaction over a long
period of time and “we” feeling in the group. According to the authors of the above study,
specification of a virtual team is more of corresponding to the definitions of a group, but to
also remain outside the boundary of the definition of the traditional team.
2.5 Impact of globalization on cross culture communication
It can be mentioned that ability in a global environment to make and maintain
communication effectively can be a challenging thing to consider. Khadartseva and Agnaeva
(2014) performed a study and added the fact in this context, even if the both the parties speak
the same language, there could be some misunderstanding about the ethic and cultural
differences. Authors of this study claims that there are many examples in the business sector
to demonstrate the poor performance of the organization. In this context, Kalemli‐Ozcan,
Papaioannou and Peydro (2013) commented that understanding the influence on cross culture

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communication that globalization has, is most likely to be imperative for business that tries to
create or gain competitive advantages in an international market. On the other side, Wojcik
(2013) stated about the recent economic challenges which particularly highlights the need for
organizations to enhance the internal communication capacity required to control as well as
monitor external threats. In a similar way, Cramer (2017) mentioned that as society is
globally connected the capability of communicating across cultural boundaries. Findings of
this study has mentioned the fact that businesses in the global environment must have to
understand how to communicate with workers and customers from multiple cultures to meet
business’ mission and enhance it for the interest of stakeholders. As put forward by Shenkar,
Luo and Chi (2014) implementation of technology have a great influence on how business
should communicate globally and promote their products and services
On the other side, Castello and Ozawa (2014) added the fact that cultural proficiency
does not refer to memorizing every culture nuance of every market and it is more of knowing
when it listen or when it ask for help or to speak. Furthermore, it is learned that for
organizations involved in the global businesses operation, the relationship of managers and
subordinates in multinational organizations is significant. In contrast, Warner (2013) in their
experimental study, participants to whom the nationality was more necessary indicated that
there is a lower perceptions of similarity with the managers and lower intentions to associate
and also lower perceptions of managerial effectiveness. In addition to this, it can be
mentioned that training and development of individuals engaged in intercultural interaction
most likely to involve more than simply endorsing the cultural adaption.
When getting into the cross cultural communication in the wake of globalization, it
was found that Asante, Miike and Yin (2013) performed a study and revealed the fact that
culture could affect how the individual perceive the actions of other individual. Authors have
provided an example that cheerleading group from North Korea that was taking part in sports

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competition in South Korea; so when the group was going towards to the venue of the
cheerleaders screamed for the bus stop and she then proceeds to get off the bus in the rain to
receive a poster of North Korea leader which was becoming wet. The question arise why does
it happen? According to the data provided in the paper, generally 70% of American might say
it was for the show, while almost 70% of Korean would say that Cheerleader actually felt
something. Thus, the authors in the findings have mentioned the fact that perception of
people regarding others directly affect how people interpret their behaviour and actions. In
this context, Esser (2013) commented that effective cross-culture communication requires
that people tend to base their perceptions on facts and not merely on the individual biases as
well as prejudices.
On the other side, Tjosvold (2017) performed a study on “Global Leadership and
Organizational Behaviour Effectiveness Project” examined cultural values of organizational
practice as well as leadership. The study focus on identifying cultural effects on leadership
and management practices, while Gunawardena (2014) mentioned that society becomes more
interconnected cultural differences might meet at some point. Although some sort of
convergence could occur over time, nations could still maintain the distinct cultural
differences which could transcend technology as well as external influences. Authors of the
above study has also mentioned the fact that effective successful business leaders should be
able to maintain the balance organizational objectives with external global challenges. In
contrast, Xu (2013) mentioned that business organizations become more interconnected the
role of leaders in maintaining global teams is becoming important. Hence, the authors also
gaining the ability of navigating through different cultural nuances is a fundamental sill for
the international leaders. Irrespective of the geographic location, leaders should gain the
ability of communicating across the borders to create competitive advantages.

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2.6 Cross Culture Communication Model
In the study of cross-cultural communication, Crane, Kawashima and Kawasaki
(2016) mentioned that purpose of communication is to transfer ideas and knowledge from
one entity to others. And, first step in communication is input, some might say some might
say something which is received by someone else. According to the authors, loop of
communication could be successful when the receiver tends to demonstrate that he/she should
understand what is being communicated. On the other side, Pieterse (2015) mentioned that
the fact that if is considered from an organizational perspectives there could be some barriers
which can delay the flow of communication. The barriers could be such as culture,
technology, workforce, environment and language. So, for such purpose of model, culture
refers to the convention and customs that are prevalent in the nation where organization is
located. According to Garcia-Retamero and Galesic (2013), such traditions and customs
could influence policies and procedures carried out by businesses. Here, technology plays the
role of a significant medium like emails, text messages and cell phones for the
communication.
In this context, Mirrlees (2013) commented that when an organization does not have
experience using a particular technology medium to make communication, it might rely on
older methods that other organizations tend to view and perceive inadequate. Findings of this
study also mentioned that successful cross-culture communication create a dialogue, a
continuous transfer of information. Moreover, it is also true and certain that exchange of
information could address the assumption of people and clarifies points people do not
understand. Scott (2016) also added the fact that it could provide the opportunity for people
to ask questions and assure the information which was received. Authors of the study has
also added the fact that dialogue could reduce the level of conflict as cultural
misunderstanding and this can be dealt with when they appear. Authors also provide the fact

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that dialogue only occurs when both the parties tend to share information and ensure that the
transfer of information is not clogged.
Figure 2: Cross Culture communication model
(Source: Scott 2016)
In order to illustrate how organizations could utilize the cross cultural communication mode
to enhance business practices Skoric and Park (2014) performed a study considering
Samsung and Hyundai. According to the authors, Samsung is unique as its focus on human
resources and risks taking initiatives. Authors gave a significant detail including its
foundation; for example Samsung is recognised as a global industry leader due to its inner
capacity to gain advantage of distinctive initiatives. In addition, the findings of the study
mentioned that it hires a very limited percentage of non-Korean outside of Korea. This means
the culture of the organization is more a family-centric; so the decisions occur in a collective
atmosphere which allows communication at all levels of the organization.

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It is certain that even though when the decisions are clearly communicated
throughout the organization employees might show some support. Here, Adekola and Sergi
(2016) arguably mentioned that the workforce often represent barriers to cross-cultural
communication when employees feel they are not valued adequately. As per this counter-
argument, the stated fact is an issue to the electronic giant Samsung. Nonetheless, with the
growth of younger employees getting into the workforce with varied expectation, Samsung
was compelled to make changes. So, the management of the organization tool the decisions
of changing the workday from nine to five to seven-to four. Eisenberg et al. (2013)
mentioned that the changing the hours of the workday required employees to work together
and it required managers and supervisors to have deeper role in accomplishing the regular
tasks. In contrast, despite the market odds, Hyundai learned significant lessons on the
significance of knowing and valuing the requirement of its consumers. According to
Brondoni (2014) Hyundai observed the problem when trying to expand production to
Canada. The major issue was that the organization did not adapt the design of Sonata for
North America. As the result, organization lost the market share to Toyota. To deal with the
issue, Hyundai made the decision of starting the production in Turkey as the lower cost for
the workforce.
In this context, Haji and Moluayonge (2015), Samsung and Hyundai are two great
example of organizations that are appropriately communicating cross-culturally. It is learnt
that organizations have been able to know from their past mistakes as well as create strategies
which support its growth in the global market. This means the sharing of information make it
possible for other organizations to benefit from the mistakes made by other organizations. In
this context, Rakita, Madić and Marković (2017) commented that cross-culture
communication might not be easy particularly when all are unaware and unfamiliar with the
receiver of the information. Author of the study suggested that when the leaders have to

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communicate cross-culturally can develop clear and concise expectation for how
organizations could accomplish its mission, make sure employees understand their role in the
organization and intended to make investment to communicate. In this context, Brännback et
al. (2014) commented that organizational cross-functionality or connectivity is necessary to
innovation as it brings a diverse group of people from multiple functional backgrounds.
Authors of this have also suggested that management should take necessary steps to make
sure that cross –functionality is not creating conflict and prevent communication within the
team.
2.7 A better Approach on Globalization
Milanovic (2016) mentioned that a better approach to globalization has been
developed in the recent year; this is because of this study have challenged both skeptics and
globalists. Authors have pointed out that the debate between these two extreme could be
problematic for crucial reasons. Milanovic (2016) mentioned that due to the position held by
skeptics has been transformed into resource for legitimatization of the stated position because
of the globalists and the domination within the literature. This is because the resulting
controversy has discouraged scholars from identifying or using multi-dimensional theory of
globalization. On the other side, Crane, Kawashima and Kawasaki, (2016) argued that
conceptualization of globalisation needs the recognition of three basic challenges such as
material, time-space and cognitive. Hence, according to the author , the first is represented by
the flow of trade, capital and people and this is further facilitated by three different type of
infrastructure such as physical –transformation and information), normative ( global trade
rules) and symbolic ( English Universal Language).
Likewise, the second is, according to Hepp and Krotz (2014) controlled and
represented by the change in spatial reach of social action and the enterprises between both
global and local ranges. On the other side, the third is represented by the recognition of causal

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relationship among events, structure and regional matters. In contrast, Himmelgreen et al.
(2014) mentioned that the controversy or debate on the globalization has generally been taken
three fundamental perspectives such as globalist, traditionalist and transformionlist. Scholars
of this study point out that flow of international trade as one piece of evidence of increasing
interdependence of the world economy and the authors also insisted on the capital flow
particularly foreign direct investment. Merino and Vargas (2013) provided an argumentative
statement that range increase of FDI since the early 1980s is one of the most significant
evidence that globalization exists. The debate on the globalization found in the existing
papers have been put forward in the flowing
Perspectives Fundamental assumptions
Globalist According to Brännback et al. (2014) there is a developed global
economy which has displaced previous forms of their
international organization. Authors have pointed out the fact that
global economy is particularly driven by uncontrollable market
forces, which leads to unexpected cross-national networks of
interdependency as well as integration. According to the globalist,
national borders have dissolved and thereby, the category of
national economy has now been redundant.
Traditionalist As put forward by El Khoury (2015), international economy has
not developed to the stage of global economy to the extent
claimed by the globalist. Authors have also stated that separate
national economists often remain a noticeable category. Keaton
and Giles (2016) arguably mentioned that despite the above fact it
is still possible to organize the cooperation between national
authorities to deal with the market forces as well as manage

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domestic economies. Authors have also added that the
preservation of entitlement to effective benefits, for example, can
still be at the country level.
Transformationalist As put forward by Burbules and Torres (2013), new forms of
intensive interdependence as well as integration tend to sweep the
international economic system. Authors also added the fact that
such places added restraints on the conduct of national economic
policy making. According to the authors transformationlist tend to
make the formulation of the international policy to regulate and
manage the system is very challenging.
Table 1: Theoretical Perspectives on Globalization
2.8 Diverse teams to enhance performance in the organizational setting
Organizations tend to continue to rely on teams within the workplace to achieve goals
through performance. When it comes to diversity in team, Burbules and Torres (2013)
mentioned that teams as well as work groups have noted as the organizational building
blocks. Authors of this study has also mentioned the fact that organization expansion into the
global markets threaten the organization’s to form teams with culturally diverse employees.
Considering this fact that, Ellwart, Bündgens and Rack (2013) in their study mentioned that
organizations must have to address the dynamics of the team to meet performance goals
alongside the team members who are physically dispersed and culturally diverse.
On the other side, Baylis, Smith and Owens (2017) mentioned that even on the
domestic front, shifts in world population provide opportunities for people with the diverse
cultural backgrounds to work together in diverse organizational setting. Simplice (2013)
arguably mentioned that aging of workforce in high income nations is creating a situation
where multiple generations should work in a harmony for organizational success. Authors of

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this paper also added the fact that meaning of diversity in the workplace is not limited to
those attributes which are monitored, however, also include visible characteristics like the
differences in the educational background, creativity, learning style and problem solving
ability. Bartlett, and Vavrus (2014) performed a study and added the fact that several
categories of diversity within the workplace could affect individual group, process and
organizational performance.
2.9 Theories underlying team development in organizations
It has been identified that existing studies identify multiple theories that tend to underline
diversity as well as team research. The following is the review of existing theories of team
development.
Social identity theory and mental models
Individuals enter the organizations with the developed social identities derived from social
categories with which the individual perceives an individual alignment. According to
Beckwith et al. (2016), an individual creates a social identity on the basis of individual
perception of self through associations and communications with the world as well as social
relationship developed in groups. It has been identified that similarity, proximity and
situation context are applied by members to begin comparison in the groups. In contrast,
Haslam et al. (2016) mentioned about the out-groups are those social groups from which
individuals tend to attempt to differentiate themselves. The objective of the differentiation is
to preserve or derive superiority over the out-group. It is worth telling that in-group and out-
group alignment could appear with respect to the formation of sub-groups which prevent the
cooperative pro-social behaviour among the team members.
On the other side, Hoff and Stiglitz (2016) mentioned that mental methods are
internally generated images that tend to guide actions about familiar ways of thinking and

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acting. Authors of the study also add the fact that personal observation and interpretation of
experience are used to enhance. In this context, Payne (2015) added that unique individuals
could enhance different mental models monitoring the same event as each individual draws
different conclusions because the event is usually observed from multiple perspectives.
Authors of this study have also mentioned that shared models have been associated with
team-learning as well as enhanced team performance. Authors have arguably mentioned that
strongly mental models of some particular groups often lead to the establishment of
prejudicial attitudes of members of in-group.
Greenwood (2015) arguably mentioned that independent variables that were
foundational to overcoming prejudices and generating positive relationship between both in-
group and out-group. For example, authors mention that variables could include reduced
intergroup anxiety, positive in-group norms, positive out-group norms and inclusion of out-
group as part of the self-categorization. On the other side, team learning as well as
development often result positively, when the members are able to freely exchange
information through the dialogue so as to thoroughly explore the challenges and form a
coherent meaning. There are basic conditions should be present to build dialogue within a
team. The conditions according to the authors could include the suspension of assumptions,
cooperation and communication among the participants and facilitator who provides guidance
to the group through dialogue.
Intergroup contact theory
By utilizing ground-breaking work of social scientist, Pettigrew and Tropp (2013)
recognised some particular conditions under which prejudices can be minimized. However, to
be more effective, Everett and Onu (2013) outlined five interrelated techniques that prevent
and develop a change of attitudes about individuals of different groups and the processes,

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according to the authors include learning about the group to minimize prejudice by changing
negative considerations, dynamic individual behaviour towards the out-group members,
creating influential emotions particularly the empathy through the inter-group contact to
minimize prejudice and anxiety. And, the last one include inter-group friendship like the
optimal inter-group contact which could require time for the cross-group friendship to
develop. Christ et al. (2014) performed a study and added the investigation of inter-group and
confirmed the fact that contract within groups conventionally minimize the level of prejudice.
Furthermore, it has been identified that new studies have identified in this area which
encompassed further investigation of relationship developed on familiarity and preferences
brought by intergroup communications.
Cultural Mosaic Theory
As put forward by Thompson (2018), the cultural mosaic theory was invented in the premise
that cultural behaviours cannot be predicted. This means it can be complex, chaotic as the
result complex theories are the foundation of such meta-theory. Authors have mentioned that
system approach implemented by this theory is appropriate as culture is a more of a
complicated phenomenon just like the organisation is complex entity. In this context, Bedi
(2014), system theory often remains as the base to HRD in that it is critical to the
understanding of how organizations operate via through the dimensions of people, the group,
and performance. So, system thinking within an organization identifies that complex issues
can be resolved in multiple ways.
2. 10 Benefits of global teams for international organizations
Noe et al. (2017) performed a research on globalization and added the fact that as
societies and organizations tend to become more diverse with respect to increasing
globalization, firms are faced with the barriers of deriving new solutions to deal with the

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constant and rapid change. According to the authors of this study, global or international
business environment have witnessed major changes like shifts in the international landscape
with the growth of emerging markets and shifts in the ways organizations engage with each
other, with the increase in strategic alliance, contracting as well as growth of smaller and
technology-oriented flexible global firms alongside the multinational organizations. In this
context, Binder (2016) commented that it would be appropriate to question whether the
conventional models of organizations as well as HR functions in global organizations are in
the constant requirement of new perspective. So, the HR functions could be diminished or
strengthened with respect to these changes. The field of international human resource
management still pay attention to human resource management with a major emphasis on
enhancing the global expertise of a comparatively limited number of employees. According
to Lasserre (2017) as the global teams are occupied with many individuals, organizations tend
to face several challenges and hold potential to gain benefits from global items at the range of
individual, organizations, and teams are rapidly increasing and certainly moving away from
the conventional hierarchy-based to increasingly flexible team based structure.
Deresky (2017) added the fact that major roles of HR with respect to global teams related to
development and maintenance of the coordinated HR system throughout the organization
which taps into the potential of global team members as well as involves the techniques for
the provision of core HR practices like appropriate recruitment, selection, training, career
development and development of leaders who hold global mind-sets dealing with
international assignment and global talent management.
Global teams are shaping international organizations: Implications of HR practices
Conventional organizational form, conventional styles of leadership and traditional ways of
dealing required to be adapted to changing times (Taras et al. 2013). Authors of this study

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added the fact that interconnectedness is related to the growing response, significant global
reach, and electronic based format of communication. This means organizations should be
more aware and flexible to keep up with the change, findings and bring the best and
employees from different locations to remain integrated as well as responsive. Also, Steers
and Nardon (2014) mentioned that organizations should increase their speed reaction to
dynamic market environment as well as the source of required knowledge and skills to
respond to change. Organizations are not supposed to rely on conventional or development of
skills in each of its different geographical locations or units and must enhance means for
tapping the diversity of skills they hold across the organization. Even though, frequent travel
and individuals engaging with more culture, however, Hinds, Neeley and Cramton (2014)
mentioned that in the last decade communication technology have evolved at a rapid pace,
virtual format of organizing work are completely changing the landscape of global work.
The structure of global business is moving away from the conventional hierarchical
multinational enterprise to more global arrangements. Hence, it has been noted that
organizations of this twenty-first century could be smaller, flatter and more flexible,
innovation-oriented and this could be achieved through the use of international teams.
Farndale et al. (2014) mentioned that organizing work and managing work in global mastered
their skills in dealing with global businesses and this means that these are the teams whose
members are conventionally dispersed and they are heterogeneous in several dimensions.
These teams tend to span several nations, time zones, language, culture and they often
become reliant on communication technologies instead of face to face interaction. In this
context, Osland (2013) mentioned that whether these are collected, virtual or a combination
of both, global teams could be observed as catalyst for new forms of organizing or probably
even as the organizational forms in themselves changing conventional ideas and conventions
about the organizational boundaries.

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On the other side, Minbaeva and Collings (2013) mentioned that as the organizations
tend to move from the vertical hierarchies to flatter, global teams assist in improving
horizontal coordination across several organizations. Even though, the benefits of advantage
of such cost-broader coordination are multiple, business must have the capability of attaining
and sustaining them to identify and promote activities that translate into organizational
benefits. According to Neeley (2013), global teams, already present in most organizations are
usually the highly strongest vehicle for overcoming these challenges which could transcends
both organizational, national as well as cultural boundaries.
2.11 Global teams assist in creating a positive climate of diversity
As put forward by Erez et al. (2013) team based structure particularly organizations
tend to receive increasing attention and implication of project based work and an emphasis on
managing national, cultural as well as linguistic complexities in leadership of global teams as
a mode of international organising. Guillaume et al. (2013) mentioned the fact that many
strength of global teams are their abilities to integrate specialized as well as intentionally
disperse capabilities to figure out ad trace the regional needs and demands and to leverage
cultural diversity in relation to values, beliefs, attitudes and experience. Nonetheless, there is
need to overcome the challenge of coordination, interaction across multiple borders as well as
boundaries and dealing with the series of demands of the stakeholders, international teams
should be effective. Barak (2016) arguably added the fact that global teams tend to face a
series of problems and challenges associated with the inherent complexities like the issue of
diversity, team leadership as well as outcomes.
Van Knippenberg, van Ginkel and Homan (2013) performed a study and added the
fact that global teams could guide organizations in enhancing an inclusive climate of
diversity and organizations could obtain advantages from the diverse values, expertise, know-
how as well as the skills of their workforce by ingraining the culture of cross-border

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collaboration. Diversity management tends to refer to the systematic efforts by agencies to
attract and enhance people with the diverse background and skills, with the inclusion of
recruitment, reward and development of people to obtain competitive advantages. Cheruvelil
et al. (2014) mentioned that organizations that run the operation across borders are already by
definition diverse, so converting diversity into advantages could involve leveraging
differences. Thus, HR policies which foster increasing cooperation across boundaries rather
than simply managing diversity would end up creating a positive a climate. However, when it
comes to global team, diversity has been exposed to have both positive and negative
outcomes and diversity can potentially lead to innovation but also it requires inter-personal
conflict and reduce
As global teams tend to function across several boundaries and demonstrate cultural
as well as linguistic heterogeneity, fundamental challenge is only about the creation of a
positive climate of diversity within the teams. It is highly important that diversity leads to
innovation and it also leads to interpersonal conflict especially when the communication is
not in place. Thus, Han, Han and Brass (2014) in their study mentioned about challenges for
organizations fundamentally lies in transforming negative effect into the positive outcome.
So, consequently, creation as well as maintenance of a positive consequence could lead to
improved creativity as well as performance in global teams. Furthermore, it is noted that
challenges related to the interpersonal interaction within the global team are not automatically
resolved by promoting the involvement in and of international teams. So, the problems
appearing in the diverse values, views and expectation of team members could even become
broader in nature because of the inability to effectively communicate supported by linguistic
distance. Hence, as global organizations and formulae more effective HR policies and
practices like global diversity management, the organizations might enhance more effective
and solid global teams.

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2.12 Global team as a solution to global talent management
As put forward by Nishii (2013) global talent management is an additional and yet
developing area of global human resource management, it might involve organizations’
knowledge where the key talent tend to lie within the organization and able to use it properly
just at the right time. It is more of an action of systematically utilizing International Human
Resource Management to call, develop, and recruit the individuals with the greater level of
human capital. These are effectively consistent and aligned with the strategic directions of
global enterprises in a dynamic and competitive environment. Chrobot-Mason and
Aramovich (2013) argued and raised the issue that exuberate the problems that global
organizations face in terms of global talent management like downsizing the organizations to
a surplus of talent and increasing unemployment and then the unwillingness of individuals to
relocate for extended periods overseas. It has been identified that such issues tend to throw
challenges for global organizations in sourcing talent and dissemination of knowledge and
practice throughout the organizations.
On the other side, Neeley (2013) mentioned that dynamic global context, global
organizations could need to determine how effectively human resource should be used. It has
been noted that identification of high potential employees for global assignments or global
leadership position should focus on potential return on organization. Irrespective of rotational
international assignments have conventionally been observed as the major enhancing
international competence in oversea markets, scholars of the above study proposed that
greater benefit could be attained by involving individuals in rational international team
assignments. (Van Knippenberg, van Ginkel and Homan (2013) performed a study in such
similar context, and added the fact that high productive global teams can be identified as the
most potential source of talent and individual who involve with the members from other

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cultures could effectively be tagged as the future global managers, which could help to
resolve the difficulties.
2.13 Global teams as a mean of global integration: network builders and
coordination
Yitmen (2013) performed a study and added the fact that global teams could be major
resources for themselves, improving the flow of information and knowledge and developing
the ties throughout the organization. On the other side, Collings (2014) argued that as the
global team members are constantly negotiating, sharing ideas and knowledge, resolving
conflict and forming trust and they could generate new teams-based solutions and knowledge
learn from one another and enhance global business knowledge. It is certain that team
members tend to learn from one another regarding the individual market, functions, and
practices in each of their locations, market, functions and practice of their locations. This
means this process turns the tacit knowledge into explicit-team based knowledge. On the
other side, Iorio and Taylor (2014) added the fact that the coordination of knowledge,
expertise and the resource by members located across the organization make it accessible to
team. Eventually, such accessibility is further transferred to different locations of team
members.
According to McNeill (2015), global teams not only improves coordination but it has
a direct impact on global integration. Authors emphasized the fact that new knowledge
generated by global teams could deliver outstanding resources and competitive advantages
for organization which are unique. Scholars also suggest that human resource managers
should ensure opportunities for international teams to develop ace to face meetings on a
regular basis by sustaining the relation between team members and enhancement of cross-
border relationship and network.

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2.14 Research Gap
Even though existing papers hold a broad perspective regarding globalization and
team performance but hardly a study has been able to identify how a team with a global
workforce is able to dealing with the challenges but alongside gaining positive outcome.
Existing papers revolve around theoretical perspectives but the papers lack contemporary
issues regarding globalization and its impact on the team culture. Papers have provide an in-
depth insight about how diversity is required in a global team but the scholars did not provide
real-world facts.
CHAPTER 3: RESEARCH METHODOLOGY
3.1 Introduction
Research methodology is certainly a significant section of research as this
methodology tends to define how and what research methods should be used to derive
ultimate or desired research method. It is effective to pick approach methodologies and
methods for the thesis. In the case of globalization and its impact on team culture is a broad
topic and to investigate this, it is highly important to focus on the real-world incidents like
globalization is affecting the team culture particularly in an organization. Therefore,
investigating the case scenario of Emirates Airline helps to know how globalization is
affecting the organization team culture. Emirate Airline is an effective choice because
Emirate is running its operation globally. Thus, to collect information about the team culture
and their ability to work effectively, primary data collection method has been used in the
study. This chapter also demonstrates how research philosophy and design have been selected
and aligned to the research requirement.

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3.2 Research Onion
Research Onion is more of an onion like model which holds a myriad of techniques in the
form of layers. The techniques exist in the form of layers are often used in the study –
especially in the business and social research. According to Saunders et al. (2015) the first
layer of the onion is research philosophy, which further consists of positivism and realism,
interpretivism. Likewise, second layer of the onion model is research approach, third layer
of the onion is research strategy and fourth layer of the onion model is the choice of methods
such as quantitative or qualitative research method or mixed method of study. Each of
research techniques has its own function and characteristics and they are applicable to the
study as per the requirement of the study.
3.3 Research Philosophy
Research philosophy is more of an overarching term which is particularly related to
the enhancement of knowledge a well as nature of that knowledge. As put forward by Hughes
and Sharrock (2016), research philosophy is more of a set of principles that help to judge the
topic with multiple perspectives. Research philosophy can be divided into three different
categories namely positivism, interpretivism, and realism. As put forward by Quinlan et
al. (2019), positivism research philosophy fundamentally adheres to the factual knowledge
which is obtained through observation with the inclusion of the measurement.
It is learnt that positivism widely relies on the quantifiable observation which leads to
the statistical analysis. For example, if the study is required to know how globalization affects
team work or whether the team is able to work together, the findings can be measured with
respect to how team members are performing the their duties despite the fact of belonging to
different cultural background. This means the performance can be measured statistically. On
the other side, interpretivism research philosophy tends to assume that access to reality is
only through the social construction like language, shared meeting, consciousness and

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instrument. Pragmatism research philosophy could combine both positivism, interpretivism
position within the scope of the study according to type of the research questions. However,
in the proposed study, positivism research philosophy has been selected to understand how
globalization is affecting the team culture of Emirates Airline.
Justifying positivism research philosophy
Positivism research philosophy has been selected because positivism research
philosophy allows researcher to derive quantifiable outcome. It is certain that the context of
globalization is broader in nature and deriving or sticking to theoretical outcome may not
provide desired insight about how globalization is actually affecting the team culture of
Emirate Airline, while with the philosophy, it is measured how the team members are
actually coping up with the barriers of culture in the team and achieving individual and
organizational objectives.
3.4 Research Approach
Research approach can be divided two different categories namely deductive and
inductive research approach. As put forward by Berkowitz (2013), deductive research is
concerned with the development of the hypothesis being reliant on existing theories. This
means that reasoning from particular to general. It has been noted that if causal relationship
appears to be indicated by a particular theory, it could be true in several cases. On the other
side, inductive research approach fundamentally begins with the observation and after the
observation, theories are proposed towards the end of the research process as the result of
observation. For example, in the present study, if the impact of globalization in team culture
of Emirates Airline is required to be measured, first the observation has to be made about
how diverse culture is creating positive impact on the team culture and then a final insight

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about how the globalization is winning over any corporate or business culture can be
developed.
Justifying inductive research approach
In the proposed study inductive research approach has been selected because inductive
research approach helps to develop and make new insight from the research after the
observation throughout the study. In addition to this, inductive research approach does not
require hypothesis to be tested. On the other side, deductive research approach only helps to
derive reasoning from hypothesis, and it does not consider observation of existing case
scenarios. Thus, deductive research approach has not been taken in the study.
3.5 Research Design
Research design is an effective plan of research about how research questions are supposed to
be answered and research design include research strategies and techniques related to data
collection and analysis. Research design can be divided into three different categories such as
descriptive research design, explanatory research design and explanatory research design
(Mackey and Gass 2015). As explanatory research fundamentally explores the research
questions and it does not intend to provide final as well as conclusive solutions to existing
issues. On the other side, explanatory research design is applied to identify the extent and
nature of cause and effect relationship. Thus, it can be performed to assess the influence of
particular changes on the existing norms, values and different processes. This means
explanatory research can help to find out the relationship between globalization and
teamwork. On the contrary, descriptive research design helps to focus on the current issues
with the process of data collection which further allows to describe the situation more
completely and accurately (Flick 2015). However, in the present study, explanatory
research design has been used to find out and investigate the relationship between

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globalization and teamwork. This means explanatory research design helps to focus on the
cause and effect relationship between these two variables.
3.6 Data Collection Method
Data collection method can be divided into two different methods such as primary data
collection and secondary data collection.
Primary data collection
Primary data is a first-hand information that has not been used before anywhere in the study.
Primary data is directly collected from the respondents. Primary data collection method can
be divided into two different categories such as quantitative data collection and qualitative
data collection.
Quantitative data collection: Quantitative data collection is based on the mathematical data
collection in multiple formats. It has been identified that methods of quantitative data
collection and analysis could include close-ended questionnaire. Method of collecting
quantitative data is survey. Thus, in the present study, quantitative data has been collected by
performing a survey among the employees of Emirates Airline. Survey method has been
applied on the basis of the sampling method discussed in the following.
3.7 Data analysis
Collected data first has been converted to meaningful format such as digits and number for
the interpretation and then they are presented with graph and table for the analysis. When
analysing the data, primary findings have been compared with the findings related to
globalization and diversity. Research gaps have also been linked to the findings when
performing the analysis.

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3.8 Sampling
Sampling method can be divided into two different categories namely probability sampling
and non-probability sampling method. According to Künnecke (2018) in probability
sampling every member of the population can take part in the study and it can include simple
random sampling, cluster sampling and probability sampling method. On the other side, non-
probability sampling method helps to select members non-randomly; this means it selects
particularly the members who have knowledge regarding the research context. In the present
study, non-probability sampling method has been used to select the organizational members
of Emirates Airline. Organizational members have been selected on the basis of the sampling
size. Sampling size for collecting survey data is 50. Non-probability sampling method has
been selected because non-probability sampling method helps to allow the convenience of the
organizational members.
3.9 Ethical consideration
In order to avoid ethical issues in the present study, consent of all organizational members
have been taken before engaging them into data collection process. Ethical checklist form,
which is signed and authorized by University has been delivered to the respondents. Identity
of the respondent has not been disclosed anywhere. Considering the confidentiality and
protection of collected data, researcher has followed Data Protection Act 2018 UAE.
Moreover, it has ensured that no respondent has been forced to take part in the study and
respondents hold the right of withdrawing their participation at any moment they wish.
3.10 Limitation
Present study is limited to primary data analysis only, which means secondary data analysis
has not been used in the study. Moreover, the study only used the quantitative method and

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qualitative data collection method has not been used. In addition to this, the research context
is large but the sampling size used in the study is relatively small.

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CHAPTER 4: FINDINGS AND ANALYSIS
4.1 Survey Data
1. How far do you agree that globalization trends have impact on team culture?
Row Labels Count of
1.
Agree 30
Disagree 5
Neutral 2
Strongly agree 6
Strongly
disagree
7
Grand Total 50
Table 1: Globalization trends have impact on team culture

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Graph 1: Globalization trends have impact on team culture
According to the primary data collected and presented above in the graph, it can be
mentioned that almost 60% of employees out of 50 in Emirates Airline agree to the fact that
globalization has impact on team culture, especially when the team is formed with people
from global nations. Compared to 60% of respondents, respondents who do not agree to this
fact is very less, (14%) which indicates that globalization is affecting the team culture and
teamwork in Emirates Airline provides a similar insight, as a very high percentage of people
in Emirates hold the same perspectives. It seems that access to technology advances for
achieving better performance is one of the drivers of rapid dissemination of global team-
culture across many large organizations. In the literature review, it was found that
organizational culture is often a fundamental task of organisational managers and leaders by
forming frames under which the organization tend to formulate and implement its policies
(Giritli et al. 2013), but here organization culture is again considered and established by
taking the concept of diversity into account which is the backbone of globalization. So, when
a team is diversely improved, productivity would be increased because team is built upon
global skills. Nonetheless, this process of cultural adaption in team is contradicted to the
finding of a study carried out by Nederveen et al. (2013) in which it was studied that
employees do not enter the organizations with their “blank mind”, they rather join the
organization with specific values, opinions, assumptions, value systems and other moral
principles of their own national culture. Such culture are developed from early childhood due
to the influence of family, educational institutes and friend circle.
2. How far do you agree that teamwork can be affected due to diversity in the
team?
Row Labels Count of

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2.
Agree 31
Disagree 5
Neutral 4
Strongly agree 5
Strongly
disagree
5
Grand Total 50
Table 2: Diversity affects the team work
Graph 2: Diversity affects the team work
It has been identified that almost 31 respondents out of 50 in Emirates have mentioned the
fact that diversity can affect the teamwork. The primary data makes it evident the diversity is
required especially when the team is working globally which means it consists of the people
who belong to different cultures. Moreover, one single culture of an organization would not
be able to deal with expatriate, inpatriates and host national citizens and others. Thus, it can
be mentioned that organizations that deal with globalisation should have a global mind-set

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and diversity should be a top most requirement and element in the team culture. Nonetheless,
if this data fact is compared to an organization based on a national culture, diversity would
still be a significant requirement in the team development because even a domestic business
consists of the people who belong to different regional and cultural differences. However,
when it comes to diversity in teamwork, scholars of existing papers have a more different and
broad view, as scholars find a relation of economy in globalization. As the economy
increases and becomes more globalized, organizations observe an increasingly diverse
workforce (Lingard and Sellar 2013). This study also states that whether it involves global
teams having to work together, or workers from different cultural background working in
single team, work ethics and religious differences are some of particular challenges that
globalize organizations could globalize faces of the organizations. This means diversity
cannot be maintained and nourished in a team where religious differences and work ethics are
the barriers and precisely, no globalization can create impact on teams or organizations where
the concept of diversity lags behind.
3. Which among the following is a challenge to a global team in Emirates?
Row Labels Count
of 3.
Communication
approach
11
Language 23
Leadership 3
Religious
differences
6
Work Ethics 7
Grand Total 50

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Table 3: Type of challenges to global team
Graph 3: Type of challenges to global team
Survey data helps to figure out that when it comes to challenges to global team formation,
communication is a great challenge to such initiative. This is significant to be considered
because in a global team, people come from different cultural backgrounds and so their way
of communication is most likely to be different. So when working in a global team,
understanding the communication style of other people working in the same team could be
difficult. So, it is often a challenge to global team. On the other side, almost 23 respondents
out of 50 have mentioned about the language as top most challenge to a global team. The
barrier of language is undoubtedly a significant concern for developing an effective global
team. People coming from different language background certainly needs deep insight about
language. On the other side, religious differences do not create much impact on global team
because work and operation in a global teams are more of corporative in nature. In the
literature review, it was found that effective communication remains as a significant criterion
of effective team performance which requires individuals to gain insight about common

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languages, have shared values and cultural diversity could minimize the effectiveness of
communication due to language (Adair, Hideg and Spence 2013). This means people
subconsciously learn their values and beliefs during the young age, person’s values, beliefs
and behaviour could vary from which was taught in the western nations. So, when working in
a global team, communication and language should be two top most concern.
4. How far do you agree that processes and training is required to work in a team
that functions globally?
Row
Labels
Count
of 4.
Agree 31
Disagree 7
Neutral 2
Strongly
agree
6
Strongly
disagree
4
Grand
Total
50

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Table 4: Processing and training required in a global team
Graph 4: Processing and training required in a global team
Survey data presented above helps to observe the fact that almost 62% of employees of
Emirates out of 50 have mentioned the fact that training is required for a global team
development and only14% of the employees have a contradictory view about this context.
However, it is worth stating that when workers come from different country, culture,
language background, or with organizational mind-set and join a global team, training is one
of the top most requirements which helps employees to adapt to the global team culture. It
can also be mentioned that when working in a global team, there could be differences such as
team culture, leadership behaviour, communication style, decision-making process; so, to
deal with all these if the employees are trained in a proper way or in a way which is effective
for the global team, performance of the team is most likely to increase. In the literature
review, it was found that in order to help workers adapt to their changing or dynamic
business environment, training on a regular basis is required and this should be relatively
common (Warner 2013). Likewise, it was also studied that cultural and language training are
usually the first steps as well as some organisations tend to modify business hours to create

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an effective match in different time zone (Cramer 2017). These two article have emphasised
on language training and work-based training to enhance team culture and performance of the
members. Here, both primary and secondary findings are found to be saying the similar facts.
This means language training is highly required to establish a global team. Additionally, as
the functions and work of a global team would be different from a regional or a national
team, it is worth telling that employees should be provided with work-based training when
recruiting or engaging them in a global team.
5. Do you believe that cultural diversity has positive impact on team performance?
Row
Labels
Count
of 5.
Mayb
e
9
No 8
Yes 33
Grand
Total
50

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Table 5: Cultural diversity has positive impact on team performance
Graph 5: Cultural diversity has positive impact on team performance
Survey data collected from the employees of Emirates Airline implies the fact that
almost 33 members out of 50 agree to the fact that cultural diversity has strong impact on
team performance. This data finings hold no doubt that cultural diversity is a great driver in
the success of global team. This means when the leader or manager is able to develop a
diverse culture for as the input of team, overall output from the team would be effective.
Today, as the business environment has become dynamic in nature and it is changing rapidly,
business should more often rely on diversity and likewise, employees should have the similar
mind-set to work in a culturally diverse team. Even though the finding of existing papers did
say not have any sort of contradictory view, as it was studied that having cultural diversity is
presently a trend along with the globalization –the majority of organizations in the world
usually have different branches in several locations (Eaton and Kilby 2015).
It was studied that people sticking to old or stagnated culture will not be able to deal
with the diversity in a workplace. People become old-fashioned and is no longer sufficient for
either supervisors or employees surviving in today’s diverse work environment (Giritli et al.

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2013). Moreover, authors of existing studies say the similar fact employees are expected to
concurrently and effectively communicate with people from different cultures. This might
help the employees to understand the characteristics and trends of other culture and a better
understanding about a culture is a significant step to understand and adapt to the culture.
Nonetheless, one should not deny the fact that communication plays a great role in such
context; this means communication should not be ignored in a diverse team. Effective
communication remains as a significant criterion of effective team performance which
requires individuals to gain insight about common languages, have shared values and cultural
diversity could minimize the effectiveness of communication due to language (Adair, Hideg
and Spence 2013).
6. How far do you agree that globalization can affect the cross cultural
communication in a team?
Row
Labels
Count
of 6.
Agree 28
Disagree 9
Neutral 6
Strongly
agree
5
Strongly
disagree
2
Grand
Total
50
Table 6: Globalization can affect the cross cultural communication in a team

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Graph 6: Globalization can affect the cross cultural communication in a team
It has been identified that about 28 respondents out of 50 Emirates Airline employees have
agreed to the fact that globalization can affect the cross cultural communication in team,
while 9 employees hold a contradictory view about the same. It can be mentioned that cross
cultural communication has a broad and direct relation with globalization because existing
studies intensive views about the same. For example, globalization on cross culture
communication is likely to be imperative for organizations trying to create a competitive
advantage in the global market (Kalemli‐Ozcan, Papaioannou and Peydro 2013). However,
when working in a diverse team, if the both the parties speak the same language, there could
be some misunderstanding about the ethic and cultural differences especially when these two
individuals tend to communicate with the individuals belonging to different culture and
language background. On the other side, Cramer (2017) considered society is globally
connected the capability of communicating across cultural boundaries, thus, it is essential to
understand how to communicate with employees and consumers from different cultures to
fulfil organization’s mission and develop for stakeholders. Nonetheless, the contribution of
technology should not be ignored because Shenkar, Luo and Chi (2014) performed a study on

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cross culture communication and stated the fact that application of technology had had a
depth impact on how businesses tend to communicate internationally and market their
products and services. Thus, it can be mentioned that technology plays a great role in
facilitating communication in a global team. Especially, when the team is functioning
virtually, communication can only occur through technology.
7. How far do you agree that communication is one fundamental requirement to
deal with globalization in business?
Row
Labels
Count
of 7.
Agree 33
Disagree 7
Neutral 2
Strongly
agree
7
Strongly
disagree
1
Grand
Total
50
Table 7: Communication is one fundamental requirement to deal with globalization in
business

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Graph 7: Communication is one fundamental requirement to deal with globalization in
business
The graph help to understand the fact that a large percentage (66%) of the employees of
Emirates Airline have mentioned that communication is one fundamental requirement to deal
with globalization in business. This finding can be linked to the fat that when individuals
work in a global team, where others usually come from different nations with own values,
ethics and work culture, adapting to the newly formed culture could be challenging and
communication makes it easy for people to interact with each other. This means if a team
holds a multiple of ways of communication, it can be difficult for the team to continue
interaction but when there is one way of communication which can be understood by people
irrespective of their culture, race, nation and beliefs, can effectively interact with the
members of the team. So, decidedly communication is a significant driver for the
establishment of a global team. In the literature review, it was found that purpose of
communication is to transfer ideas and knowledge from one entity to others, first step in
communication is input, some might say some might say something which is received by
someone else (Crane, Kawashima and Kawasaki 2016). Likewise, it was also found that loop

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of communication could be successful when the receiver tends to demonstrate that he/she
should understand what is being communicated. Nonetheless, primary findings collected
from survey is contradicted to the finding of a study where the authors have mentioned about
the challenge of communication. If is considered from an organizational perspectives there
could be some barriers which can delay the flow of communication. The barriers could be
such as culture, technology, workforce, environment and language. So, for such purpose of
model, culture refers to the convention and customs that are prevalent in the nation where
organization is located (Pieterse 2015). Thus, it is worth mentioning that even though
communication is highly required for the development of a global team, challenges
associated with it should not be neglected when building a global team.
8. Does Emirates Airline provide its employees with appropriate communication
training for working in a global team?
Row
Labels
Count
of 8.
I
don't
know
4
No 15
Yes 31
Grand
Total
50

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Table 8: Communication training for working in a global team
Graph 8: Communication training for working in a global team
The table and chart presented above helps to observe the fact that almost 31 respondents have
mentioned the fact that communication training is required for developing and running a
global team. On the other side, almost 15 members out of 50 do not think that employees
should be provided with any sort of training and development program. Nonetheless, there is
no denying that when employees working in a global or diverse team, communication is one
speedy solution for the development of a diverse team. In order to manage people in a team
where cultural differences are certain communication is one such element that resolves the
cultural difference, this means when people tend to interact more frequently and follow the
communication style developed by the team only considering the purpose of globalization,
communication barriers tend to lower the intensity, members become more accustomed to
each other. Such rapid communication often helps to speed up the operation of the team. In
the literature review, it was found that although some studies tend to show that team
performance can increase due to task conflict and it can be controlled by personal process but
any sort of conflict can affect team performance (Khadartseva and Agnaeva 2014). Likewise,

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the review has also stated that ineffective communication trigger conflict are the major
differences of background and experiences. This means if the communication is not properly
developed, conflict among the culture might occur. Consequently, conflicts in teamwork
often leads to failure. On the contrary, Donzé (2014) mentioned that besides, conflict,
cohesion can also be enhanced by diversity in the culture. This means that cultural diversity is
again effective for developing suitable communication for the overall development of the
team. Thus, it can be mentioned that when it comes to providing employees with the training
programs, concept of diversity should be considered alongside.
9. Do you believe that technology based learning is required when working in a
global team?
Row
Labels
Count
of 9.
Maybe 1
No 13
Yes 36
Grand
Total
50

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Table 9: Technology based learning is required when working in a global team
Graph 9: Technology based learning is required when working in a global team
It has been identified that almost 36 respondents out of 50 from Emirates Airline have
mentioned that technology based learning is also required for working a global team. One
of the most significant facts is that due to the increasing trends of globalization, most of
the global teams are virtual which means people tend to work from variety of regions but
they follow the same work rule and ethics. Nonetheless, in order to manage such global
teams, it is highly important for global organization must have to take help of technology
or leverage the technology. Role of technology in a global virtual team is crucial as
technology facilitates the ways of communication, speeds up the work process,
communicate challenges and helps to keep track of all tasks performed by employees of a
virtual team. Thus, besides communication and language based training program, global
organizations like Emirates Airline needs to pay an equal attention to technology based
program. Cultural and language barriers can be reduced when workers or the members of
the team have adequate knowledge about the use of technology. For example, if a virtual
team of Emirates are communicating with the members of sitting in UK, it needs to use

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technology to give and collect frequent follow-up and updates. So, when two individuals
are communicating sitting in two different locations, technology is the common medium
for such interaction. In the literature review, it was found that spatial as well as functional
techniques are separated as well as the organization itself is highly specialized; so the
complexity of the global process and the rise of unexpected issues require intensive
collaboration with colleagues, co-workers or any sort of external consultants from
different regions of the world, different educational as well as knowledgeable
backgrounds, different level of hierarchy (Kalemli‐Ozcan et al. 2013). Here, to reduce the
intensity of the complexities, organization needs to develop technology based training
program.
10. Which among the following practice is required to be taken care by human
resource management in when focussing on global teams?
Row Labels Count
of 10.
All of the above 3
Diverse employee
engagement
9
Manpower planning 5
Performance
management
17
Suitable employee exit
policy
8
Training and
development
8
Grand Total 50

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Table 10: Required human resource practices
Graph 10: Required human resource practices
The graph presented above helps to identify the fact that almost 17 employees out of 50
of Emirates Airline have stated the fact that performance management is one element or
practice that human resource management needs to consider, while 9 out of 50 employees
have mentioned about diverse employee engagement and 8 employees have mentioned about
the training and development program. However, this finding is hardly similar to the findings
found in the literature because when it comes to globalization and diverse team management,
hardy a study talked about employee engagement and performance management. It is worth
telling that performance management of employees is a traditional concept of workforce
development program. This means in order to gain suitable outcome from workforce, basic or
fundamental needs of employees should be considered and performance management practice
exactly does the same thing.

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Organization, in order to achieve its eventual goals, employees’ performance should
be measured and managed adequately. Moreover, under a general world-view, it can be
mentioned that HR managers of global organizations like Emirate Airline should be mindful
and should employ an approach which should be more of ‘Think Global, Act Local’ in most
of the circumstance. On the other side local HR managers should have to undergo culture
based human resource management training to enhance the abilities to motivate a group of
professionals that are widely qualified but culturally diverse. Conversely, it can also be
mentioned that HR professionals must have to assure the local professionals that these
foreign talents particularly are not a threat to their career growth. So, in several ways
effectiveness of workplace diversity management is widely dependent on skilful balancing
action of human resource manager.
11. Which of the following is a challenge to HRM of Emirates?
Row Labels Count
of 11.
Difference in the
employment law
16
Managing cultural diversity 5
Managing expatriates 12
Managing outsourcing of
employees
16
Managing virtual employees 1
Grand Total 50

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Table 11: HRM challenge to Emirates when managing global teams
Graph 11: HRM challenge to Emirates when managing global teams
It has been identified that almost 16 employees out of 50 in Emirates have mentioned the fact
that difference in the employment law is a challenge to HRM when managing a global team,
while 16 employees out of 50 have mentioned that managing the outsourcing of employees is
a significant challenge to HRM in global team development programs. When a business is
globally functioning there could be several barriers of the same creating strong impact on
team-culture. In the literature it was found that mentioned the fact that many strength of
global teams are their abilities to integrate specialized as well as intentionally disperse
capabilities to figure out ad trace the regional needs and demands and to leverage cultural
diversity in relation to values, beliefs, attitudes and experience (Guillaume et al. 2013). So
when managing a team or recruiting people for a team, such demands and capabilities should
be considered by HR manager. Furthermore, if the survey finding is considered here, then it
is stating that employment laws and labour laws could differ from one nation to another. So,
paying attention to monetary benefits is not only thing to be considered, HRM should also
consider non-monetary benefits like the leaves, flexible timing which must be included in the

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HRM policy. Likewise, another significant impact of globalization is managing the
outsourced employees, as it is certain that managing BPO, KPO staff working under a
different culture, different language and working particularly in an opposite timing is new
change and shift in the area of human resource. In addition, under a general view, it can be
added that managing expectation of such employees could be challenging for contemporary
HR practice and this is more of a barrier remains as the outcome of globalization. It is certain
that enhancing the skills of employees of home country to work in a different nation is
certainly challenging task. It should be noted that the value system, culture, attitude could be
diverse in nature. Considering the primary findings, it can be mentioned that recruitment,
retention and motivation of expatriates towards the expatriates have a colossal impact on
team culture and team work. It is more of a challenge because understanding expatriates’
needs is a significant concern for human resource in a global business.
12. How does the following statement support globalization? Please rate the
statement
“Changing perspectives from subordinates to business partners” –When treating
employees in the team

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Graph 12: Changing perspectives from subordinates to business partners
The graph indicates that the fact that almost 40% of the respondents have rated 3, while
almost 34% of the respondents have rated 4. This primary finding indicate the fact that when
a team is functioning globally, managers should think of the fact that employees should be
empowered and it is should be more of participative management and participatory
management is more of the practice of empowering employee to take part in the
organisational decision making. It can be added that employees at all level are encouraged to
give their ideas towards identifying setting organizational goals, problem solving as well as
other decisions that could directly affect the employees. Nonetheless, participative
management could be challenging because it has been identified that participative
management can call for a change in the whole organization culture and older employees
most likely to resist change and do not appreciate it. Moreover, it is noted that when the
employees are treated and engaged in organizational decision-making system, employees
tend to feel valued and they most likely to engage themselves in the organizational process.
Nonetheless, implementation of such practice could be difficult because not employees
belong to same regional culture. Managing employees under a single global culture is
sometimes challenging. Likewise, it should also be stated that managers should be aware of
the tendency of employees to when spending more time in developing strategies instead of
focussing on the task. On the other side, it can be mentioned that changing perspectives from
sub-ordinates business partners is a significant shift and such shift has been observed in
today’s MNC that culture of the subordinates is being extinct.
13. Which of the following you belong to, in Emirate Airline?
Row Labels Count
Expatriates/ Guest Employees 4
Home Country Nationals/ Parent Country 8

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Nationals
Host Country Nationals 26
Inpatriates 4
Third Country Nationals 8
Grand Total 50
Table 12: Employee regional identity
Graph 13: Employee regional identity
The collection of primary findings have stated the fact that almost 52% of employees of
Emirates Airline belong to Host Country Nationals, while 16% of the respondents are home
country nationals and anther 16% of employees out of 50 employees of Emirates have
mentioned that they are expatriates or the guest employees. Findings of the study helps to
understand the fact that a large percentage of employees of Emirates Airline are the
employees of MNC or the TNC who are basically the citizens of a nation where the
subsidiary branch of MNC is established. Thus, it can be mentioned that employees of
Emirates belong to different cultural background. In the literature review, it was studied that
many strength of global teams are their abilities to integrate specialized as well as

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intentionally disperse capabilities to figure out ad trace the regional needs and demands and
to leverage cultural diversity in relation to values, beliefs, attitudes and experience.
Nonetheless, there is need to overcome the challenge of coordination, interaction across
multiple borders as well as boundaries and dealing with the series of demands of the
stakeholders, international teams should be effective (Guillaume et al. 2013). Moreover, it
can also be added that being engaged largely with expanded as well as constantly changing
mix of employees tends to add considerable diversity and complexity to HR activities.
Nonetheless, more focus should be on the activities such as international relocation,
orientation and the cultural training related to pre-departure and post departure. On the other
side, it has also identified that 16 employees out of 50 in the survey have mentioned that they
are home country nationals. Certainly, there is a diverse workforce in Emirates, and under
such work culture, human resource managers should be more favourable and supportive
towards the diversity in the workplace.
14. Which of following additional function by international HR manager of
Emirates should better know of
Row Labels Count of
14.
Administration of Personnel 14
All of the above 3
Human Relations 10
Maintaining Gender Diversity 5
None of the above 1

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Salaries and Compensation
Packages
6
Staffing and recruitment 4
Training and Development of
Staff
7
Grand Total 50
Table 13: Additional function by international HR manager of Emirates should better
know of
Graph 14: Additional function by international HR manager of Emirates should better
know of
It has been identified that almost about 17 employees out of 50 in Emirates have
mentioned the fact that international HR managers must have to be aware of the skills and
knowledge about administration of personnel. Such rate of votes in administration of
personnel is justified that because an international manager is most likely to manage
people who belong to different cultural and regional backgrounds. Thus, managers should
have to manage and administer such culturally diverse people. This happens because

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conditions of work could vary in each area of global operation and administration of HR
and other related matters should remain intrinsic in decision-making technique.
On the other side, almost 10 members out of 50 have mentioned that organizations
human resource managers should pay attention to human relation. On the other side, 6
employees out of 50 have mentioned that salary and compensation package is one such
function where international HRM is needs to know. It is worth mentioning that
developing compensation package is challenging because appropriate care should be
taken to observe that local standards are maintained and organized but alongside
organizational requirements should be met as operation is run globally. However, another
significant fact should not go unnoticed which is training and development employees.
When engaging employees in a global task, employees should he prepare with
appropriate training and development programs. It has been identified that when a team is
globally functioning, staffing and recruitment is not less than a challenge because human
resource manager must have to consider the fact that to run a global team appropriate
staffing and recruitment is the top most requirement. It can be mentioned that
understanding cultural differences in the recruitment technique, in the selection of
candidates as well as what motivates workers is the most crucial in staffing and
recruitment technique for any sort of global operations. It has been noted that recruitment
operation could require a thorough understanding of business process which could
involve the skills and talent required to run them accordingly.
15. Which of the following is a significant ways for Human Resource Development?
Row Labels Count
of 15.
Course entitlements/attending 11

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conferences
Job Rotation 17
Membership in professional
association
6
Mentoring 9
On the job training 7
Grand Total 50
Table 14: Ways for Human Resource Development
Graph 15: Ways for Human Resource Development
The collection of primary data indicates the fact that almost 17 respondents out of 50
have mentioned the fact that job retention is one of the ways of developing human resource
management and it is required for developing a global team. On the other side, almost 9
members out of 50 have mentioned that mentoring is another significant way of developing
human resource in the global team. In the literature review, it was found that as the global
teams are occupied with many individuals, organizations tend to face several challenges and
hold potential to gain benefits from global items at the range of individual, organizations, and

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teams are rapidly increasing and certainly moving away from the conventional hierarchy-
based to increasingly flexible team based structure (Lasserre 2017). So, rotation of employees
often takes place in a team which is functioning globally and then managing the skills and
talents of such employees globally could be challenging. In the literature review, it was also
found that fundamental roles of HR with respect to global teams related to development and
maintenance of the coordinated HR system throughout the organization which taps into the
potential of global team members as well as involves the techniques for the provision of core
HR practices like appropriate recruitment, selection, training, career development and
development of leaders who hold global mind-sets dealing with international assignment and
global talent management (Deresky 2017). Scholar of this previous paper has also stated the
fact organizations are rapidly adopting techniques to minimize the wages as well as social
security expense by installing measures like privatization, closure, retrenchment and lay-off.
So, the practice of rotation should consider all of these facts. Another significant reason is
that global employees require constant guidance with respect to new skills and knowledge.
Thereby, providing employees with appropriate guide is highly important. So, if the primary
data is considered it can be mentioned that mentoring program is another significant program
required for the development of human resource.
16. For how long have you been working in Emirates Airline?
Row
Labels
Count
of 16.
1 to 2
years
15
3 to 5
years
32
Above 5 3

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years
Grand
Total
50
Table 15: Employee Tenure in Emirates
Graph 16: Employee Tenure in Emirates
It has been identified that it has been identified that almost 64% of the respondents have
stated the fact that they are working for 3 to 5 years, while 30% of the respondents have
stated the fact that they are working for 1 to 2 years, almost 6% of the respondents have
mentioned they are working for more than 5 years. It can be added that employee tenure is
relatively high in Emirates Airline. On the basis of this fact it can be added that Emirates is
quite successful with respect to managing the globalization and diversity in culture. As the
organization is performing its operation in a global market, hiring global workforce is its first
requirement and such employees are working for more than 3 years.
17. Please specify your employment status selecting from the following

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Row Labels Count of
17.
General HR manager 11
International HR
manager
14
Operational manager 5
Operational staff 3
Team lead 17
Grand Total 50
Table 17: Employment status of Employees in Emirates
Graph `17: Employment status of Employees in Emirates
18. Please specify your age group
Row
Labels
Count
of 18.
18 to 12

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25
years
26 to
35
years
28
Above
36
years
10
Grand
Total
50
Table 18: Age Group
Graph 18: Age Group
19. Please specify your gender
Row
Labels
Count
of 19.
Female 16

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Male 32
Prefer
not to
say
2
Grand
Total
50
Table 19: Gender
Graph 19: Gender

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CHAPTER 5: CONCLUSION AND RECOMMENDATION
5.1 Conclusion
In conclusion, it can be stated that globalization is one such practice which is rapidly
spreading across many organizations. Even though globalization is challenging for some
businesses but it is actually effective for large businesses that require global workforces.
Particularly for the business like Emirates which is running its operation in numerous regions,
global workforce is the only solution for its human resource. Moreover, primary findings
indicate that the fact that the workforce is global and it is developed under a suitable global
culture could be productive and the team as a whole could perform positively and better.
Finding particularly imply that Almost 60% of respondents that globalization is affecting the
team culture and teamwork in Emirates Airline provides a similar insight, as a very high
percentage of people in Emirates hold the same perspectives. It seems that access to
technology advances for achieving better performance is one of the drivers of rapid
dissemination of global team-culture across many large organizations. Technology alongside
the other trend of globalization is strongly affecting the culture the team performance. It can
be mentioned that technology is indirectly contributing to the new skills development of
workforce. Primary findings and the findings of existing papers have stated the same fact that
cultural diversity is another significant element of globalisation which means without the
implementation of diversity in the work-culture, global workforce cannot be managed or
dealt properly.
It has also been identified that communication is another factor in globalization,
which means if the communication is effectively developed in a team, team as a whole can
perform productively. So, it is worth mentioning that globalization can positively impact the
teamwork and team members are able to work together when there are suitable ways of
communication, appropriate knowledge regarding technology, diversity and leaders’

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managerial skills. However, when a team consists of individual from different cultural and
language background, it is certain that conflicts can occur but diversity can reduce such issue.
In the literature review, it was found that conflict, cohesion can also be enhanced by diversity
in the culture. Cultural diversity can also influence the level of satisfaction of the individuals
and enhances creativity of the team.
Nevertheless, survey findings also imply the fact that in order to manage globalization
or a global team, human resource manager of the organization should think of developing
performance management program but instead of focusing much on performance
management program, the organization should focus on managing the global workforce first.
This means, performance management program could come later but managing the workforce
which consists individuals from cultural background is the first and top most requirement for
a global organization.
It has also been identified that when operating a global team, human resource
management of the organization should be aware of several HRM functions and mentoring,
staffing and recruitment and training and development are the major functions that an
international HR manager should do as recruitment and selection procedure of a regional
workforce in a domestic environment could be different than the processing recruiting and
selecting people in a global team. When recruiting people and selecting them for the job,
human resource manager must be aware of the fact that recruited staff should be provided
with appropriate training and skill development program. In the literature review, it was
found that that cultural and language training are usually the first steps as well as some
organisations tend to modify business hours to create an effective match in different time
zone. Besides, the training, team members of a global team should also be provided with
appropriate knowledge regarding the diverse organizational culture. Findings of an existing
paper state the fact that most people tend to believe that cultural diversity has colossal impact

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on team performance and it is necessary for teams to become multi-cultural. However, in
order to deal with the globalisation and help individuals in a global team to work accordingly,
following suggestions have been provided.
5.2 Recommendation
As per the findings, collection from survey and existing findings state the fact that
Emirates Airline and other global organization should pay attention to the development of
multiple communication tools.
Developing multiple communication tools
It can be mentioned that the advantage of developing multiple communication tool is
twofold and the team has a way to communicate something which is urgent to the right
individual immediately. Multiple communication tools could unify the process such as what
to use for conference calls, screen recording and others. In addition to this, team members
should be provided with scheduled communization training with respect to the work the
individuals do in a global team. There are numerous ways of virtual communication in the
market; notably web conference and video communication are widely popular
communication tool for a virtual team.
Acknowledging and respecting cultural differences
Hence, the first step is to acknowledge the elephant in the room; this means the brand
must have to resolve the existence of diverse cultural background within the team and
necessity of navigating the differences to optimize team performance. It can be added that
cultural diversity could manifest itself in many ways such as language, culture and
behavioural differences because of the values and norms. Thus, it is highly important to learn
what those difference are. The brand or organization should know and use the model for
understanding the cultural differences. It can be added that organizations also need to develop

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a team identity and out the appropriate roles and responsibilities. This means it is essential to
know that every individual knows what they are working toward. It is certain that having a
shared goal and vision on how to accomplish gives your team an identity that could unite
them and promote the workers.
Leverage the cultural difference
It is worth stating that proliferation of cross culture team could presents a set of
challenges however, it can be dealt quite effectively with sensitivity as well as respect for
other culture. It is identified that most people are understanding and accepting the cultural
difference in workplace and organization needs to institute a framework which makes it
easier to understand each other and collaborate.

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