Global multi-teaming—participating in multiple globally distributed team collaborations concurrently—is ubiquitous in MNCs, combining the demands of global work and multi-teaming that, until now, have studied in separate literatures. Our integrated approach seeks to develop a conceptualization of global multi-teaming considering two critical dimensions: global (versus local) and multi-teaming (versus single-teaming), and examining the different effects global and local multi-teaming on employees. We interviewed 75 engineers about their experiences of multi-teaming in global vs. local contexts to enhance our understanding of how and when global multi-teaming affects members’ performance, learning, and wellbeing. We then tested our hypotheses in a survey study among 549 knowledge workers who were members of multiple global and local teams. Compared to local multi-teaming, global multi-teaming was associated with more voice behaviors, which in turn, improved innovation, learning, and well-being. These effects, however, relied on workers’ lingua franca proficiency and organizations’ low competitive performance climate. Global multi-teaming, compared to local multi-teaming, also lead to more connectivity overload, which in turn, increased burnout risk. After-hours work helped mitigating the experienced connectivity overload decreasing the risks for burnout.

The aim of this comparative study is to explore the degree of continuity in the distinctiveness of private-sector Nordic HRM in terms of calculative and collaborative HRM in relation to the prototypical liberal market economy – the UK – and the prototypical coordinated market economy – Germany. Our analysis employs firm-level data from the Cranet survey for the period 1995-2021. In line with institutional theory and its concepts of ‘path dependence’ and ‘bounded change’ our findings indicate that, notwithstanding structural change and institutional developments, the Nordic countries continue to be characterized by a relatively low adoption of calculative HRM and a relatively high adoption of collaborative HRM. As such, they continue to constitute a cluster of countries that is distinctive in relation to both the UK and Germany.

Both personal values and national values have been associated with conflict management preferences. Based on the person-environment fit theory, we argue that national contexts influence the relationship between employees' personal values and conflict management preferences. Using survey data from 24,553 employees across 50 countries, we integrated personal values (i.e., achievement, excitement, conformity, and benevolence) and national contexts (i.e., power distance, the rule of law) into multilevel models to predict conflict management preferences (i.e., competing vs. avoiding). We find that employee conflict management preferences differ across countries, with avoiding conflict management preference being the most prevalent overall. The results revealed that power distance weakened the relationship between achievement values and a competing (vs. avoiding) conflict management preference but strengthened the relationship between conformity and a competing (vs. avoiding) conflict management preference. Our study contributes to international business research by highlighting the joint effects of personal values and national contexts in determining conflict management preferences, offering practical implications for managing workplace conflicts.

Although the “work-from-anywhere” (WFA) setup offers flexibility and enhances work-life balance, recent research has revealed challenges concerning knowledge exchange among geographically dispersed individuals exclusively working in virtual environments. Moreover, there is a lack of understanding regarding which organizational practices could effectively address these challenges. This paper seeks to fill this gap by examining the impact of autonomy-enhancing work design on team knowledge processes. Through an exploratory longitudinal study combined with a field experiment of a WFA team in a multinational manufacturing company, the research seeks to shed light on how autonomy-enhancing work design promotes knowledge sharing within WFA teams. The findings aim to provide broader insights for organizations seeking to optimize collaboration and knowledge exchange in remote work settings.