本文探討危機情況下經理應如何領導跨文化團隊。本研究以COVID-19危機為基礎探討使團隊保持團結的基本要素，以及強化未來的研究人員對該主題的知識。本研究使用了探索性研究設計，並根據17個次級資料進行研究，其結果分述三個部分（1）新的工作結構和政策，（2）制定新的溝通策略，以及（3）照顧您的團隊，最後，本研究還整合過去有關該主題的最新文獻，並將其用於回答該問題並提出了未來的研究領域。

This paper reports to the lecturer how a manager should lead an intercultural team during a crisis situation. The author used the COVID-19 crisis as a foundation. Its objectives are to identify the essential elements to keep the team together but also to inspire future researchers to enhance the existing knowledge of this topic. The researcher used exploratory research design in this paper. Based on 17 secondary data related to the topic, the results indicate 3 major indications to follow. (1) New work structure and policies, (2) New communication strategy to put in place, and (3) caring for your team. This research paper also indicates the current literature on this subject and adapts it to answer the question and propose future areas of research.

I.	Introduction	1
II.	Literature Review: Concept and Scope	3
 A.	Intercultural Team	3
  1.	Definition of Team and Virtual Team	3
  2.	Culture	6
   a)	Hall’s Cultural Iceberg Model	7
   b)	Hofstede’s Cultural Onion Model	8
   c)	Hall’s dimensions	9
   d)	Hofstede’s dimensions	10
  3.	Definition of Intercultural Team	11
III.	Global Leadership	13
 A.	Definitions	13
  1.	Global Leadership’s Challenges	13
   a)	Cultural Diversity and Trust barriers	15
   b)	Managing distance and time boundaries	16
   c)	Team’s development and business etiquette	17
   d)	Communication patterns	18
  2.	Global Leadership’s Competencies	19
  3.	Solution to global leadership’s challenges	21
   a)	Cultural Diversity and Trust barriers	21
   b)	Managing distance and time boundaries	22
   c)	Team’s development and business etiquette	22
   d)	Communication patterns	23
 B.	Crisis	24
  1.	Definition of Crisis	24
   a)	Threat	28
   b)	Limited time	28
   c)	Unexpectable	29
  2.	Pandemic crisis and the organization	30
  3.	Definition of Crisis Management	33
   a)	Prevention	34
   b)	Preparation	34
   c)	Response	34
   d)	Revision	34
  4.	Stages of Crisis Management	35
IV.	Methodology	39
 A.	Formulate the question	39
 B.	Locate sources	39
 C.	Select and assess the quality of relevant works	40
 D.	Data analysis and synthesis	40
V.	Results and Discussion	41
 A.	New work structure and policies	45
 B.	New communication strategy to put in place	47
 C.	Caring for your team	48
VI.	Conclusion	50
VII.	References	52
Articles:	52
Press articles and website:	56
Video:	58



List of Tables
Table n°1. Difference between multicultural, cross-cultural and intercultural concepts	11
Table n°2. Crisis’ definition	27
Table n°3. Phases of the pandemic and actions taken by the organization	32
Table n°4. Comparison of approaches to Crisis Management phases	38
Table n°5. Sources found and in which subsection they were used.	44

List of Figures
Figure n°1. Cultural Iceberg Model	 7
Figure n°2. Cultural Onion Model	 8
Figure n°3. Factors of Crisis Management 33

Articles:
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Biermeier-Hanson, B., Liu, M. and Marcus, W. Dickson M.W. (2015). “Alternate views of 	global leadership: applying global leadership perspectives to leading global teams”, Leading global teams, Springer Sciences+Business Media, New York, pp. 195–223.
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Bradley Penuel, K., Statler, M. and Hagen, R. (2013). Encyclopedia of crisis management, SAGE Publications, Vol. 1 pp. 186-187.
Chutnik, M. and Grzesik, K. (2009). “Leading a Virtual Intercultural team. Implications for Virtual Team Leaders”. Journal of Intercultural Management, No. 1, pp. 82-90.
Chutnik, M. and Grzesik, K. (2010). “Performance through relationships. Towards a cohesive virtual intercultural team”. Journal of Intercultural Management, Vol. 2, No. 1, pp. 49–	56.
Clark, T. (1988). “The Concept of Marketing Crisis”. Journal of the Academy of Marketing Science, Vol. 16, No. 2, pp. 43–48.
Coombs, W. T. (2006). Code red in the boardroom: crisis management as organizational DNA, Greenwood Publishing Group, Abingdon.
Coombs, W.T. (2011). Ongoing crisis communication: planning, managing, and responding, (1st Eds), SAGE Publications.
Coombs, W.T. (2015). Ongoing crisis communication: planning, managing, and responding, (4th Eds), SAGE Publications.
Davis, D.D. and Bryant, J.L. (2015). “Influence at a distance: leadership in global virtual teams”. Advances in Global Leadership, Vol. 3, pp. 303-340.
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Dewar, T. (2006). “Virtual teams – Virtually impossible?”. Performance Improvement, Vol. 45, No. 5.
Dziatzko, N., Struve, F. and Stehr, C. (2017). “Global leadership: how to lead multicultural teams effectively?”. Journal of Intercultural Management, Vol. 9, No. 2, pp. 5-29.
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Glinkowska, B. (2016). “Managing teams in the multicultural organizations”. Journal of Intercultural Management, Vol. 8, No. 2, pp. 55-69.
Hajro, A. and Pudelko, M. (2010). “An analysis of core-competences of successful multinational team leaders”. International Journal of Cross Cultural Management, Vol.10, No. 2.
Hall, E.T. (1959). The silent language, Doubleday & Company, New York.
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Press articles and website:
https://www.business.com/articles/leadership-tips-for-remote-teams/
https://www.business.com/articles/how-to-keep-your-employees-healthy-during-the-coronavirus/
https://www.business.com/articles/leadership-tips-for-remote-teams/
https://www.businessnewsdaily.com/10194-lead-through-tough-times.html
https://www.cdc.gov/coronavirus/2019-ncov/community/guidance-business-response.html
https://coronavirus.jhu.edu/map.html
https://www.forbes.com/sites/janbruce/2020/03/05/the-leaders-guide-to-managing-covid-19-panic/#3b5b053359ea
https://www.gartner.com/smarterwithgartner/how-to-lead-better-remote-meetings/
https://www.gartner.com/smarterwithgartner/4-actions-to-be-a-good-leader-during-covid-19-disruption/
https://www.grenoble-em.com/actualite-covid-19-les-experts-de-gem-prevoient-12-changements-majeurs
https://kgdiversity.com/learning-from-the-global-team-during-covid-19/
https://www.ledevoir.com/economie/573905/les-multinationales-cherchent-a-limiter-les-effets-de-l-epidemie
https://www.lefigaro.fr/conjoncture/40-des-employes-sont-physiquement-presents-mais-tout-fonctionne-annonce-le-patron-de-suez-20200320
https://www.lefigaro.fr/flash-eco/nissan-et-gm-suspendent-leur-production-au-mexique-20200321
https://www.lefigaro.fr/flash-eco/recapitalisation-d-air-france-et-renault-tout-est-envisageable-tout-est-pret-assure-bruno-le-maire-20200408
https://www.lefigaro.fr/societes/coronavirus-airbus-va-reduire-d-un-tiers-sa-cadence-de-production-d-avions-20200408
https://www.lefigaro.fr/societes/coronavirus-plus-d-un-francais-sur-trois-craint-de-perdre-son-emploi-20200409
https://www.lopinion.fr/edition/economie/coronavirus-7-mutations-l-economie-mondiale-213643
https://www.managementstudyguide.com/crisis-management.htm
https://place.network/migrant-led-innovation-in-the-time-of-covid-19
http://www.sante.cgt.fr/COVID-19-Anticiper-et-gerer-l-impact-dans-les-entreprises-multinationales
https://springinstitute.org/whats-difference-multicultural-intercultural-cross-cultural-communication/
https://www.womeninretail.com/leading-with-compassion-and-empathy-during-the-coronavirus/
https://www.womeninretail.com/8-ways-to-manage-remote-workers-during-the-covid-19-crisis/
Video:
https://www.womeninretail.com/video/susie-kuhn-vp-gm-foot-locker-europe-on-crisis-management/