Abstract
Today, globalization has increasingly become a watchword by which companies swear by and they accordingly install subsidiaries on foreign markets and relocate resources. An important issue in this process is the question of intercultural management and human resources within the global perspective. We are widely allowed to think that the teams are growing more and more multicultural. We all know the difficulties working with differences hence multicultural teams are built. They are created in order to understand the new markets better or in order to create a new corporate dynamic.
The conditions of multicultural teams' implementation in a firm raise questions such as the conditions involved in order to choose the members of different nationalities that will work together on common projects.
In order to find some answers to these questions we have made some hypotheses regarding their numbers. It appears that there are not so many multicultural teams in big multinational companies as opposed to the little firms.
There are different reasons for building a multicultural team for a project. The most likely is the research on new markets. A multicultural team can be built with managers from the parent firm and from a subsidiary in order to conceive new products. The first ones know how the parent firm works and what the parent firm has planned whereas the second ones are aware of the norms, the laws, the practices of the country in which the firm wants to create new products.
The second reason could be to create a dynamic in the firm by opening the minds of managers to other problematics and others ideas.
The condition of building a multicultural team differs in each firm and depends on the terms and goals of the project. But one common way to set up a multicultural team is to use training courses. Actually some schools offer such programs to managers in order to be efficient in intercultural situations. The HR Manager can have great responsibility in the process.
