Teamwork Approach: An Investigation on Iranian Teamwork Attitudes/APPROCHE DE TRAVAIL D'ÉQUIPE: UNE ENQUÊTE SUR LES ATTITUDES DE TRAVAIL D'ÉQUIPE IRANIENNES

Abstract: Purpose - The purpose of this article is to address the main problems in Iranian working teams and study the Iranian teamwork attitudes. Design/methodology/approach - The authors have examined several factors which affect teamwork performance. Besides, the Iranians attitudes and approaches in teamwork have been discussed and analyzed. Moreover, using Hofstede cultural dimensions, the teamwork characteristics of Iranians have been further discussed and compared with other countries in terms of cultural perspectives. Findings - Most common Iranian Teamwork Problems and Conflicts, as well their symptoms, results, and suggestions to resolve them have been discussed in the paper. Originality/value - The authors found out that the Hofstede's studies about different cultural dimensions cannot explain the teamwork performance level of different countries. Rather, there are other factors such as the work environment which affect the quality of teamwork. Keywords: Teamwork; Iranian culture; Virtual teams; Team performance Resume: Objectif - L'objectif de cet article est de resoudre les problemes principaux des equipes de travail iraniennes et d'etudier les attitudes de travail d'equipe iraniennes. Conception / methodologie / approche - Les auteurs ont examine plusieurs facteurs qui affectent la performance de travail d'equipe. De plus, les attitudes des Iraniens et les approches dans le travail d'equipe ont ete discutees et analysees. En outre, en utilisant les dimensions culturelles de Hofstede, les caracteristiques du travail d'equipe des iraniens ont ete etudiees davantage et comparees avec d'autres pays en termes de perspectives culturelles. Resultats - La plupart des problemes communs et des conflits de travail d'equipe iraniens, ainsi que leurs symptomes, les resultats et les suggestions pour les resoudre ont ete discutes dans l'article. Originalite / valeur - Les auteurs ont constate que les etudes de Hofstede sur les differentes dimensions culturelles ne pouvaient pas expliquer le niveau de performance de travail d'equipe des differents pays. Au contraire, il existe d'autres facteurs, tel que l'environnement de travail, qui affectent la qualite de travail d'equipe. Mots-cles: travail d'equipe, culture iranienne, equipes virtuelles, performance de l'equipe INTRODUCTION In today's organizations, there is a significant attention to doing works in teams, because it is strongly believed that through cooperation and collaboration of team members, the synergy of their thoughts and skills, and the diversity of team members, the result will be much greater. Indeed, working teams have been regarded as an essential structural form to achieve business objectives in the organizations (Sundstrom et al., 1990) as each member will contribute toward realizing the team goals. Of course, adequate amount of effort and time from each team member is required to complete tasks successfully in the teams (Hackman, 1987). A team comprises a group of people with a common purpose which work together physically or virtually in order to perform a clear task. A work team consists of a collection of individuals who are interdependent in their tasks, who share responsibility for outcomes, who see themselves and who are seen by others as an intact social entity embedded in one or more larger social systems, and who manage their relationship across organizational boundaries (Cohen and Bailey, 1997). However, the extent to which the benefits of teamwork are realized is dependent on many influences at the individual and group level (Cohen and Bailey, 1997; Mohrman et al., 1995). There are different factors affecting the performance of teams, including team size, team members' background and culture, proper communication among team members, and etc. It is believed that for teams consisting of members with prior mutual collaboration and work experience, a differing set of communications requirements and structures are needed in comparison with teams with non-familiar team members (DeLuca and Valacich, 2006). …

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