Sue Canney Davison currently lives and works in Nairobi, Kenya. Since first leaving the UK in 1979, she has frequently been a leader and member of different international teams, some co-located, and some dispersed. Through her own consultancy, Pipal International, she has worked specifically on cross-cultural and international management and team issues for the last eleven years.

Long term business clients have included Glaxo Wellcome, Royal Dutch Shell and Nokia, while she has created specialised interventions, training courses and mostly senior management workshops for many multinationals including British Petroleum, Ford, Electrolux, Daimler Benz, Grand Metropolitan, Fiat, British Gas, Unilever, ICI, Citibank, Seagrams, Kone Oy, Jardines Pacific, Zeneca Pharmaceuticals among others. During this time she was also Director of a small consulting firm doing large scale international organisational surveys with European companies.

Sue's work has also included a strong research base. After being part of an international team looking at what was going to make companies successful in the 1990's with Forum Europe, Sue was the European part of a transatlantic team that completed a three year study on transnational teams for ICEDR, the International Consortium for Executive Education and research. This body is made up of the Human Resource Directors of 30 top multinationals and the Deans of Executive Education of 20 top business schools, seeking to conduct relevant research. Shortly afterwards, Sue also completed her doctoral research at London Business School analysing the dynamics of 27 international teams videoed in six large multinationals in Europe and East and South East Asia. Sue' academic background has also meant creating and running courses and sessions for the University of British Columbia, London Business School, Cranfield Institute of Technology, Cambridge University, Hong Kong Polytechnic among others. She has also presented papers and conducted workshops at numerous international conferences on international management and teams and managing diversity in general. Her publications to date include articles and chapters for special journal issues and books on international management.

Sue has an MA from Oxford University UK and a Phd from London Business School, UK. Born in the north of England, she lived in India for over six years, speaking fluent Hindi and returning to live and work from London in 1986. Since basing herself mainly in Nairobi with her Kenyan husband three years ago, Sue has continued working with international agencies and has recently created a Learning Resource Centre and Learning Festival for the United Nations Office at Nairobi.

Karen Ward currently lives in the UK and works predominantly in Europe, to enable her to balance her work and family lives. Before having her first child, Karen worked more extensively in the United States. Over the last decade, Karen has had periods working as both an external consultant to, and as an employee of, a number of global companies. During this time she was a leader, member, facilitator and coach in numerous international teams.

Currently Karen works at Ashridge, as a consultant, tutor and researcher as well as running her own consulting and research organisation, KZW Consulting. Her recent clients have included GlaxoWellcome, Zeneca, SAP (UK) Ltd, Hewlett Packard, SGL Carbon, Isovier St Gobain, Volkswagen, Rhone Poulenc Rorer and Unilever.

Karen's research interests have focused primarily on how to make international teams more effective in an organisational context. Her unpublished dissertation for her MSc tracked 42 international teams in a pharmaceutical company and explored the factors, which impacted their effectiveness. This study widened the scope of her research from the study of international teams themselves, to include the context in which they operate. In particular, Karen is interested in the role of international strategic HR and how this can contribute to creating a climate for success.

In addition to her interests and work with international teams, Karen has been exploring how to adapt large group processes for use with multi-cultural organisations and has been experimenting with the use of large group processes for embedding strategic capability in global dispersed organisations.

Karen has a BSc (Hons.) in International Business (with German) from Aston University, UK and Trier Universitat, Germany and a MSc in Organisational Behaviour from Birkbeck College, University of London, UK. Born in the UK, Karen spent many of her teenage years in German speaking countries, improving her command of the German language. On graduating Karen worked in Nigeria, Africa on an AIESEC work placement, before returning to Europe to begin a graduate traineeship with one of the largest HR consultancies. She has subsequently lived and worked in Germany and USA.

Sue Canney Davison can be reached at:-
Pipal International. P O Box 42777, Nairobi, Kenya.
Telephone + 254 2 745707 or 742552 or 744973.
Fax + 254 2 745707/ 740973.
E mail: pipal@arcc.or.ke

Karen Ward can be reached at:-
Ashridge, Berkhamsted, Hertfordshire, HP4 1NS, UK.
Telephone: +44 1442 841306 or +44 1727 835077
Fax: +44 1727 835077
E-mail: karen.ward@ashridge.org.uk

Canney Davison. S 'Leading and Facilitating International teams' in Ed. M Berger Cross-cultural team-building McGraw Hill 1996

Canney Davison S. 'International teams: avoiding the pitfalls and creating a source of international strategy' (1995) in Ed. R Garratt Developing strategic thought McGraw Hill Pp 205 - 217.

Canney Davison S. 'Creating a High Performance International team' (1994) The Journal of Management Development, Vol 13, no 2 PP 81 - 90. Republished in

'Executive Development and Organizational learning for Global Business' (1998) by (Ed.) J Bernard Keys and R M Fulmer. The International Business Press.

Canney Davison S. 'Mapping the issues for training the international manager' (1991) in Ed. Peter Reid Global Management: Culture, Context and Competence Ashridge Management Research Group June PP 37 - 48.

Davison S.C. 'Building pan-European teams' ( July 1989) Eurobusiness

Davison SC 'Learning to be free of culture' (September 1989) Eurobusiness

Canney Davison S 'Intercultural processes in multinational teams' (1995) Unpublished Phd .

Canney Davison S (1993) Creating High Performing transnational teams: processes, phases and pitfalls in 'Developing Transnational Teams in Global Network Organizations' and the `Transnational Teams Learning Resource Guide' with C Snow, S Snell and D Hambrick for the International Consortium of Executive Development and Research.

Canney Davison S (March 1993) 'Managing diversity' : the position of women and ethnic Minorities in the workforce and management across the 12 EC Countries. For Seagram Europe.

Canney Davison S (1991) 'Do we need to do more? ; the implications of the expatriate survey ' for Global Gas.

Canney Davison (1991) 'Integrating national and organisation dimensions into the management of change' for Kone Oy.

Canney Davison S and Poulet R (1990) 'Managing the integrative Processes of change' for Management Centre Europe year book.

Canney Davison S (1990) 'The evolution of multinational enterprises' for Forum Europe

Canney Davison (1990) 'British Business culture and managerial style' and a compilation of French, Swedish, Spanish, German and Italian business cultures and managerail styles. For Forum Europe

Sue Canney Davison

August 1997 'Individual characteristics, team structures and organisational influences in international teams.' Academy of Management, Boston, Massachusetts.

June 1994 'Creating high performing international teams' International training Conference, Management Centre Europe (MCE).

August 1993 'The dynamics of international teams' Academy of Management, Atlanta ,Georgia.

July 1992 'Effective international teams' The HRD Challenge sponsored by Boston University San Francisco.

June 1992 'Valuing diversity as a competitive edge' MCE International training conference.

May 1992 'Valuing diversity' International Human Resources Conference Ashridge UK.

Dec 1990 International OBTR conference at National University of Singapore. Workshop run conjointly with Professor Peter Frost of the University of British Columbia to demonstrate two cross-cultural teaching tools; the cultural value checklist and Metaplan.

April 1990 'Mapping the issues for training the International manager' 'The International Manager' conference' Ashridge UK

Sue Canney Davison

August 1997 'Leading international teams' Team Resource Centre, World Bank, Washington

June 1996 'Criteria for selecting new project leaders' International Livestock Research Institute, Nairobi

April 1996 Showcase Presentation on international teams. Ford Motor Company Headquarters, Detroit.

May 1994 'International teams' Cambridge University MBA.

Feb 1993/4/5 'International teams' MBA Cultural Diversity Elective London Business School.

1991/1992 'Strategies for managing the multicultural workforce' Executive Programme for University of British Columbia.

1991 'Strategic Leadership' City University Business School MBA programme and Visiting Senior research Fellow.

1989/1990 'International project management' Cranfield Institute of Technology, MBA and MSC