Alfredo Behrens writes about building effective teams in emerging markets. His examples highlight the fallacy of assuming that organisational members can simply collaborate and work effectively with any other organisational members. People know people, they come from different communities, different teams, different cultures. The simple notion that organisational members are interchangeable is inherently problematic.
Further reading
A, Behrens. Building Effective Teams in Emerging Markets. HBR Blog. 2012. (link)
