Global firms promote innovation success by using transnational innovation teams (TNIT). TNIT members have diverse cultural backgrounds. Their rich knowledge base triggers creativity and the integration of profound international market knowledge into global new product development. Yet, the high risks of misunderstanding and conflicts in TNIT can impede success. We research TNIT processes and their faultlines based on a two-year longitudinal case study. The model developed from our qualitative data gives firms guidance in finding a successful team composition, understanding conflict laps and achieving learning laps in TNIT.
['Ricarda B. Bouncken', 'Viviane A. Winkler']
National and cultural diversity in transnational innovation teams