Based on the premise that self-managing team members need political skills, we examine the relationship between members’ political skills and job performance. We hypothesized that achievement-oriented motivation, degree of self-management, and pro-social motivation would each positively affect the relationship between political skills and job performance. Findings revealed that a degree of self-management positively affects the relationship between political skills and job performance. Also results suggest that team members with low political skills may experience a significant decline in job performance when the degree of self-management is high. This study contributes to the theory of the efficient operation of self-managed teams and suggests, vis-à-vis practice, that selecting team members with political skills is necessary when increasing the degree of team autonomy.

This paper examines why some small family businesses producing local products with limited management resources are able to export their own products, and how they succeed in the difficult task of entering to foreign markets, which is a difficult overseas business; it examines the process and mechanism behind this. Focusing on one rare company that has achieved direct exports, I have taken a long-term look at the dynamic internationalization process to find out why and how it successfully entered the foreign market. As a result, it is argued that the concept of the boundary spanning roles can be a useful perspective in this regard.