Thematische Bibliographien / Global virtual teams (GVT)

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  2. Dissertationen
  3. Bücher
  4. Buchteile
  5. Konferenzberichte

Auswahl der wissenschaftlichen Literatur zum Thema „Global virtual teams (GVT)“

Autor: Grafiati
Veröffentlicht am 24. Juni 2021
Zuletzt aktualisiert am 1. Februar 2022

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Zeitschriftenartikel zum Thema "Global virtual teams (GVT)"

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Zwerg-Villegas, Anne Marie, und Jaime Humberto Martínez-Díaz. „Experiential Learning with Global Virtual Teams: Developing Intercultural and Virtual Competencies“. Magis. Revista Internacional de Investigación en Educación 9, Nr. 18 (15.12.2016): 129. http://dx.doi.org/10.11144/javeriana.m9-18.elgv.

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<p>Este estudio evalúa el impacto del Equipo Global Virtual (GVT) cuyo enfoque es el aprendizaje experimental dentro de la educación de negocios. Durante el primer semestre de 2014, 2.494 estudiantes universitarios de negocios (provenientes de 37 países de todos los continentes habitados) participaron en el proyecto llamado X-Cultura. Encuestas posteriores a los proyectos aplicadas a un grupo de participantes, así como a un grupo de control de estudiantes colombianos, revelan el aprendizaje significativo obtenido en términos de dificultades percibidas, relacionadas con las diferencias culturales y la coordinación de equipos virtuales. Este estudio aporta evidencia sobre la utilidad de los enfoques basados en GVT y facilita una mejor comprensión de los desafíos y las oportunidades de aprendizaje en el uso de este tipo de actividad de aprendizaje experiencial.</p>
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Klitmøller, Anders, Susan Carol Schneider und Karsten Jonsen. „Speaking of global virtual teams: language differences, social categorization and media choice“. Personnel Review 44, Nr. 2 (02.03.2015): 270–85. http://dx.doi.org/10.1108/pr-11-2013-0205.

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Purpose – The purpose of this paper is to explore the interrelation between language differences, media choice and social categorization in global virtual teams (GVTs). Design/methodology/approach – An ethnographic field work was conducted in a Finnish multinational corporation (MNC). The study included interviews, observations, and language proficiency assessment of 27 GVT members located in five European countries. Findings – In GVTs, the combination of language proficiency differences and verbal media (e.g. telephone) tends to lead to social categorization, while a similar effect was not found when GVT members chose written media (e.g. e-mail). Research limitations/implications – The qualitative study only consisted of GVTs from one MNC, and thus the empirical findings might not be generalizable to other MNCs. Therefore, quantitative studies that can add to the robustness of the exploratory findings could be a worthwhile endeavour. Practical implications – Language training should be provided to GVT members, and virtual policies should be implemented to ensure the use of written media in GVTs characterized by language proficiency differences. Originality/value – Although it is well established in the literature that language differences are detrimental to co-located team effectiveness no study has explored how the relationship between variation in language proficiency and media choice affects social categorization in GVTs.
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Velez-Calle, Andres, Misha Mariam, Maria Alejandra Gonzalez-Perez, Alfredo Jimenez, Julia Eisenberg und Sandra Milena Santamaria-Alvarez. „When technological savviness overcomes cultural differences: millennials in global virtual teams“. critical perspectives on international business 16, Nr. 3 (27.02.2020): 279–303. http://dx.doi.org/10.1108/cpoib-01-2018-0012.

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Purpose There is a generalized belief that cultural differences can have more negative consequences than benefits within the international business (IB) literature. This study argues that cultural differences are not perceived as constrains in millennial global virtual teams (GVTs). Additionally, using the theory of cooperation and competition and the motivated information processing perspective, the purpose of this paper is to uncover the process by which millennials working in GVTs address various challenges to ensure effective functioning and accomplishment of desired team outcomes. Design/methodology/approach This paper analyzes a data set of 503 project journals from the global enterprise experience, a virtual team competition. It uses qualitative content analysis tools and secondary data sources. Findings The authors find that for millennials, cross-cultural issues are not the predominant challenge when working in GVTs, unlike the prevailing understanding in the IB literature. This is because contrary to expectations, cross-cultural problems are often not experienced, while other team phenomena become more relevant, such as interpersonal and task-based issues. In addition, the paper describes how members of GVTs apply distinct challenge reconstruction and solution generation cognitive schemes to deal with both, expected and unexpected challenges. Originality/value This study contributes to the literature on virtual teams by identifying how millennials and post-millennials deal with the challenges embedded in the GVT interaction context by simplifying the unfamiliarity associated with the broader context rather than addressing each issue in isolation. Finally, the paper elaborates on factors that highlight the positive outcomes of multicultural teams while making cultural differences less salient in contemporary GVT contexts.
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Wei, Lee Heng, Ramayah Thurasamy und Simona Popa. „Managing virtual teams for open innovation in Global Business Services industry“. Management Decision 56, Nr. 6 (11.06.2018): 1285–305. http://dx.doi.org/10.1108/md-08-2017-0766.

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Purpose The purpose of this paper is to investigate the impact of human dimensions, team climates, and technological features on Global Virtual Team (GVT) performance in the Malaysian Global Business Services (GBS) industry. Attention has also been paid to examine the moderating effect of team diversity and the extent of virtuality on GVT performance. Design/methodology/approach Data were collected using structured questionnaire and tested using partial least square – structural equation modelling. The authors collected 263 sample and the assessment of reflective measurement models, structural model, reliability and validity were conducted subsequently. Findings This paper found that team climates like team cohesion, team confidence, and team knowledge, skills, and abilities demonstrated different impact on the human dimensions which include trust and creativity. It will then subsequently affect GVTs’ performance. Besides, team diversity which comprised of three major components that include age diversity, functional diversity, and attitudes/values diversity was found to moderate the relationships between the antecedents and consequent. In spite of that, the extent of virtuality was found to have no moderating effects on the relationships between the team creativity and trust and perceived team performance. Originality/value As nowadays an increasing number of firms are becoming global, inquiring into GVTs efficient management is of crucial importance for successful implementation of open innovation practices, while GBS companies could represent the most suitable setting to examine the GVT’s underlying principles. This paper integrates adaptive structuration theory with input-mediator-output-input model to provide a holistic study on GVTs’ performance. In addition, this study also illustrated how the extent of virtually can be measured quantitatively.
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Batarseh, Fadi S., John M. Usher und Joshua J. Daspit. „Absorptive capacity in virtual teams: examining the influence on diversity and innovation“. Journal of Knowledge Management 21, Nr. 6 (09.10.2017): 1342–61. http://dx.doi.org/10.1108/jkm-06-2016-0221.

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Purpose The purpose of the study is to empirically extend and validate a measure of absorptive capacity (ACAP) and examine its role in leveraging the benefits of diversity on innovation within global virtual teams (GVTs). This study validates a multidimensional measure of ACAP for use within the GVT. GVTs are increasingly utilized in industry given their ability to bring together diverse knowledge and experience from geographically dispersed individuals. Design/methodology/approach The hypotheses of this research were tested using a field survey to collect real world knowledge about GVTs. The survey method is a research technique in which data is collected from a sample of individuals using a questionnaire. Findings Using a sample of GVT members, the authors find that ACAP significantly mediates the relationships between diversity (deep-level diversity, functional-level) and innovation. Practical implications The implications for the study of GVTs is discussed and recommendations are offered. GVTs, as investigated in this study, include members that use electronic media for some or all of their interactions and collaboration with other team members. Originality/value This study validates and operationalizes the multi-dimensional ACAP construct at the GVT level: its relationship with diversity and its influence on GVT innovation.
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Arora, Anshu Saxena, Amit Arora und Vas Taras. „The moderating role of culture in social media-based spatial imagery, consumer xenocentrism, and word-of-mouth for global virtual teams“. International Journal of Cross Cultural Management 19, Nr. 2 (20.06.2019): 160–93. http://dx.doi.org/10.1177/1470595819856379.

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This study investigates how culture moderates the interrelationships among social spatial imagery (SSI), consumer xenocentrism (C-XEN), electronic word-of-mouth (eWoM), and overall project performance for global virtual teams (GVTs) in social media networked environments. In a sample of 1240 participants from developed economies (the United States and Italy) versus 1176 from emerging economies (China, India, Colombia, Brazil, and Malaysia), partial least squares structural equation modeling and multigroup analyses were conducted to examine the above social media-based interrelationships. The results indicate that low power distance (PD), individualist, and masculine cultures exert strong and positive relationships between C-XEN and negative eWoM; while high PD, collectivist, and less masculine (or feminine) cultures strengthen positive relationships between xenocentrism and positive eWoM. Further, negative eWoM aids project success for GVTs, while positive eWoM has no impact on project performance for developed and emerging economies. Theoretical and managerial implications for understanding cross-cultural aspects of SSI, C-XEN, eWoM, and GVT project performance in online social networks are discussed.
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García Guzmán, Javier, Javier Saldaña Ramos, Antonio Amescua Seco und Ana Sanz Esteban. „How to get mature global virtual teams: a framework to improve team process management in distributed software teams“. Software Quality Journal 18, Nr. 4 (03.04.2010): 409–35. http://dx.doi.org/10.1007/s11219-010-9096-5.

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Anderson, Anne, und Shobha Ramalingam. „A socio-technical intervention in BIM projects – an experimental study in global virtual teams“. Journal of Information Technology in Construction 26 (26.07.2021): 489–504. http://dx.doi.org/10.36680/j.itcon.2021.026.

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‘Global Projects’ and ‘Global Virtual Teams’ are revolutionizing the construction industry. An increasing number of multi-national engineering firms are adopting this business model due to the possible advantages of cost and time optimization. However, literature identifies several challenges that the project teams endure in temporarily organizing while transitioning through time and space, some of which include cross-cultural differences in teams and limited richness of the communication media. Perceiving virtual project execution as a multi-variable construct, organizational theorists and sociologists adopt a socio-technical approach to understand the dynamics of action embedded in the process and recommend implementation of pre-process, during process or post process intervention strategies to enable performance. In this paper, we address this research concern through an experimental study conducted across two global universities, National Institute of Construction Management and Research, Pune, India and Washington State University, USA. Around 24 students from each university in ten teams collaborated virtually for a period of 2.5 weeks to develop a 3-dimensional Revit model and a 4-dimensional BIM model in Autodesk Revit and Navisworks, respectively, for a multi-storey residential building. The study aimed to investigate the role of project teams in organizing and coordinating projects tasks and taking a socio-technical approach, explored the role of a BIM Execution Plan as a pre-process intervention strategy. Data collected through qualitative survey post the experiment was qualitatively analyzed using ethnographic coding techniques. Findings showed that the project and team challenges primarily stemmed from coordination issues and institutional differences. Members significantly mitigated the issues through a proactive approach and a priori planning. The BIM Execution Plan allowed members to instantly get involved with the tasks and plan the process apart from being able to foresee the complexity. Teams emphasized the importance of implementing a detailed BIM Execution Plan during the planning phase for a collaborative and successful project outcome and further observed that pre-process intervention strategy such as a BIM plan was the needed impetus for members to collaborate and coordinate project tasks.
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Baba, Marietta. „The Globally Distributed Team: Learning to Work in a New Way, for Corporations and Anthropologists Alike“. Practicing Anthropology 23, Nr. 4 (01.09.2001): 2–8. http://dx.doi.org/10.17730/praa.23.4.6756m4314h877474.

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An emerging organizational form for structuring work on a global scale is the globally-distributed team (or GDT). A globally-distributed team is a work group whose members represent and are based in two or more nations or regions, yet must work interdependently to achieve a common purpose related to the firm's global strategy. Members of GDTs also must rely on technology-supported communication more than face-to-face interaction. Typically, a global core team has between three and thirty members, while the extended or full team may have many more participants (possibly hundreds). A globally distributed team is both non-collocated (meaning that its work is virtual), and multi-cultural (meaning that it must integrate the complexity of diverse national cultures) and often multifunctional as well. Such teams are compelled to utilize information technologies to communicate and coordinate activity, yet these same technologies often are challenged by the multiple cultural boundaries that they are supposed to bridge.
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Háhn, Judit. „“I felt a bit nervous”“. Apples - Journal of Applied Language Studies 15, Nr. 1 (15.07.2021): 59–80. http://dx.doi.org/10.47862/apples.99891.

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Virtual Exchange is a collective term for a set of collaborative online learning practices that cut across institutional, cultural, and international borders. Moving outside their learning environments, the participants engage in project work with foreign peers. The teams have to work across time zones, use foreign languages, manage cultural differences and apply digital tools for communication and collaboration. The virtual projects enhance the development of transversal work/life skills, which are an asset in today’s global labour market. The aim of the present study is to explore the emotional trajectory of Virtual Exchange based on the students’ e-portfolios. By analysing the self-evaluations, we can get a better understanding of the emotional experience of participating in Virtual Exchange and use the findings to develop the pedagogical facilitation of such projects. The research questions address the emotions that the students described when they were reporting on their learning experiences and the individual emotional trajectories that emerge in the students’ reports. Data was collected in the form of e-portfolios that the student participants submitted at the end of a Finnish-Polish Virtual Exchange project in 2019. The “Combining Expertise from Linguistics and Tourism: A Tale of Two Cities Told in Videos” collaboration had promotional discourse in tourism as its main theme. The participants (N=25) were university students majoring in tourism (Poland) and in foreign language studies (Finland). The e-portfolios were analysed with the help of dialogical approach combined with discourse analytical insights (Sullivan, 2012).
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Dissertationen zum Thema "Global virtual teams (GVT)"

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Blomqvist, Patrik, und Oscar Nordstrand. „Global Virtual Team Communication : An exploratory study on what challenges teams face in a virtual setting“. Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-357951.

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Research Aim: The aim of this study is to identify specific challenges impeding effective communication in a Global Virtual Team (GVT) operating in the energy sector. Research Method: This study uses a qualitative method, focusing on a single case study at the energy company Uniper. Data was obtained through 21 semi-structured face-to-face interviews. Results: Despite considerable developments in Information Communication Technology (ICT) over the last three decades, GVT still faces multiple communication challenges. Geographically dispersed teams are struggling to create team coherence and team efficiency. GVT needs additional attention from both corporations and academics in order for companies to successfully implement and reap the benefits of their virtual operations. Research limitations: A multiple case study approach which compares several corporations would be of interest. By extending the research scope, communication challenges can be better understood and awareness of how obstacles can be addressed will be improved. Practical implications: The presented findings acknowledge the existing challenges facing teams which operate in a virtual setting. This will allow corporations to be more aware of GVT challenges whilst minimizing or eliminating existing GVT challenges. Originality: This research aims to complement existing research focusing on extending knowledge about still existing GVT communication challenges.
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Manse, Sarah, und Ebba Holmberg. „Challenges Leading Global Virtual Teams : a qualitative study of the Covid-19 pandemic impact“. Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-448057.

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Earlier research has identified challenges in leading global virtual teams (GVTs). However, when the Covid-19 pandemic hit the world globally, even GVTs had to shift to work from home instead of an office. Hence, the purpose of this thesis is to investigate how challenges of leading GVTs have been affected by the Covid-19 pandemic. Identified challenges, including before the pandemic and additional ones that were recognized during it, are introduced. The thesis implements semi-structured interviews with leaders of GVTs to get results in line with the purpose. The results indicate that existing challenges have changed depending on what industry the GVT works in and what restrictions members face due to the pandemic. Additionally, the new challenges that were experienced during the pandemic are distractions, work/life balance, and dealing with isolation. Further challenges are having the right equipment to work comfortably, recruiting and onboarding new staff
Tidigare undersökningar har identifierat utmaningar med att leda globala virtuella team (GVT). När Covid-19 pandemin drabbade världen över påverkade det till och med GVT, som därefter behövde arbeta hemifrån istället för på ett kontor. Denna uppsats syftar därmed till att undersöka hur utmaningar med att leda GVTs har påverkats av Covid-19 pandemin. Utmaningar med att leda GVTs har identifierats i tidigare studier och inkluderar både innan pandemin och nya som har uppstått under den. För att undersöka detta genomförs semi- strukturerade intervjuer med ledare av GVTs. Resultaten indikerar att befintliga utmaningar har förändrats beroende på vilken bransch teamet arbetar i och vilka restriktioner medlemmarna står inför på grund av pandemin. Dessutom är de nya utmaningarna som uppkommit under pandemin distraktioner, balansen mellan arbete och fritid, och att hantera isolering. Ytterligare utmaningar är att de anställda har rätt utrustning för att arbeta bekvämt, rekrytering och att introducera nyanställda.
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Maley, Lejla Bilal. „Teaming at a Distance: The Work Experience on Global Virtual Teams“. Antioch University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1588265024091539.

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Badiale, Maria Eugenia. „The dynamics of communication in global virtual software development teams : A case study in the agile context during the Covid-19 pandemic“. Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-413832.

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The increase of globalization of business led to the creation of global virtual software development teams in which communication plays an important role. The lack of recent studies raises the need to investigate communication in the context of agile and the current Covid-19 pandemic. This study identifies in literature three factors present in global virtual software development teams: technology, culture, and trust. It aims to explore how they influence internal communication. A qualitative method is conducted on a case study by combining data collected from semi-structured interviews and observations. The case study is a global virtual software development team which implemented the agile Scrum methodology. The findings provide a deep understanding of the positive and negative influences of the factors on communication, including their interrelations and context. Some of the main findings are: (I) the best set up for collaboration among global team members is the combination of synchronous and asynchronous communication through technological tools, (II) cultural diversity leads to differences in the ways members communicate, (III) trust is the precondition of working collaboratively and communicating effectively, (IV) global team members need to occasionally have in-person interactions to nurture their interpersonal relations, (V) the agile Scrum methodology influences internal communication positively, (VI) each communication factor is influenced by time; thus, the theoretical framework developed for this study is updated with this addition, (VII) the Covid- 19 pandemic affects communication to a certain extent.
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Cymbron, Tina, und Christian Sandberg. „Ledare som bygger broar : En fallstudie om bikulturella ledare i globala virtuella grupper“. Thesis, Högskolan i Gävle, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-35990.

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Syfte: Det finns en växande trend med ökad kulturell mångfald i samhället, organisationer och inom individer. Bikulturalism innebär specifik kompetens som underlättar ett relationsbyggande inom kulturell mångfald. Arbete organiseras dock ofta virtuellt, vilket försvårar relationsbyggandet. Syftet är att skapa ökad förståelse om bikulturella ledare och deras ledarskap i globala virtuella grupper (GVG). Hur visar sig bikulturella ledares kulturella kompetens i GVG?    Metod: En kvalitativ fallstudie som görs i en global organisation, marknadsledare inom sin sektor. Organisationen värdesätter mångfald och erbjuder en intressant kontext för studien. Studien antar ett abduktivt angreppssätt och semistrukturerade intervjuer gjordes med bikulturella ledare inom GVG. Teman identifierades från resultaten och presenteras under kategorier som kan härledas till teori om kulturell intelligens, CQ.  Resultat & slutsats: Studien bekräftar tidigare forskning (Hong, 2010) om att bikulturella ledare, tack vare sin kulturella kompetens, är bra på att bygga relationer inom kulturell mångfald. Studiens resultat visar att detta även gäller inom en virtuell kontext.  Examensarbetets bidrag: Resultaten visar att relationer byggs virtuellt genom strategier för informell interaktion. Vår studie bidrar med två nya insikter. För det första, hur mer spontana virtuella informella möten kan skapas i praktiken, vilket är relevant för organisationer som arbetar i virtuella kontexter. För det andra, en ny insikt som inte har uppmärksammats i tidigare forskning om att virtuella informella möten också har fördelar som bidrar positivt till gruppens sammanhållning.  Förslag till fortsatt forskning: Studiens resultat kan förstärkas genom studier inom andra typer av organisationer. Vidare kan kvantitativa metoder resultera i större generaliseringar av resultaten.
Aim: There is a growing trend of cultural diversity in the society, organizations and within individuals. Biculturalism means competence that facilitates relationship building in cultural diversity. Work is often organized virtually, which complicates the building of relations. The aim is to create more understanding about bicultural leaders and their leadership in global virtual teams (GVT). How does bicultural leaders’ cultural competence manifest in GVT?  Method: Qualitative case study in a global organization, a market leader in its sector. The organization values diversity and provides an interesting context. An abductive approach is used and semi-structured interviews were conducted with bicultural leaders in GVT. Recurrent themes were identified from the results and are presented under categories, derived from theory about cultural intelligence, CQ.  Result & Conclusions: This study confirms earlier research (Hong, 2010) that bicultural leaders, due to their cultural competence, are skillful in building relations within cultural diversity. The results show moreover, that this is also true in a virtual context.   Contribution of the thesis: The results reveal that relations are built virtually by using strategies for informal interaction. Our study contributes with two new insights. Firstly, how more spontaneous virtual informal meetings can be created in practice, which is relevant for organizations working in virtual contexts. Secondly, a new insight that has not been given attention in earlier research, that virtual informal meetings also have advantages that positively contributes to group cohesion.  Suggestions for future research: The results can be confirmed with studies in other types of organizations. Quantitative methods can result in larger generalizations.
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Knoll, Kathleen Elizabeth. „Communication and cohesiveness in global virtual teams /“. Digital version accessible at:, 2000. http://wwwlib.umi.com/cr/utexas/main.

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Lindgren, Sanna, und Marie Levin. „Globala virtuella team : Kommunikationens betydelse för tillit“. Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-276856.

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I och med den pågående globaliseringen ökar trycket på företag och organisationer attminska sina kostnader och nyttja sina kompetenser mer effektivt. Ett sätt att göra detta äratt använda sig av ett globalt virtuellt team. En av de mest fundamentala förutsättningarnaför ett framgångsrikt arbete i ett sådant team är tillit mellan medlemmarna och i skapandetav tillit är kommunikation en viktig del. Syftet med denna uppsats är att undersöka vilkenbetydelse olika sorters kommunikation har för skapandet av tillit samt den tillit som redanexisterar mellan medlemmar i ett globalt virtuellt team. För att undersöka detta har materialsamlats in genom semi-strukturerade intervjuer som sedan har analyserats med hjälp avrelevant teori. Resultaten visar att alla de undersökta kommunikationssätten på något sätt,om än i olika utsträckning, påverkar tilliten mellan medlemmarna. Särskilt stor roll visadesig fysiska möten spela då de flesta respondenter uppgav att detta var något sompåverkade, alternativt skulle kunna påverka, tilliten. Även social kommunikation visade sigha stor påverkan på tilliten.
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Pinjani, Praveen. „Diversity in global virtual teams a partnership development perspective /“. Greensboro, N.C. : University of North Carolina at Greensboro, 2007. http://libres.uncg.edu/edocs/etd/1410/umi-uncg-1410.pdf.

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Thesis (Ph.D.)--University of North Carolina at Greensboro, 2007.
Title from PDF t.p. (viewed Oct. 22, 2007). Directed by Prashant C. Palvia; submitted to the School of Business and Economics. Includes bibliographical references (p. 192-214).
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Zaugg, Holt. „Communication Patterns Among Members of Engineering Global Virtual Teams“. BYU ScholarsArchive, 2012. https://scholarsarchive.byu.edu/etd/3314.

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Global virtual (GV) teams provide an opportunity for engineering students to participate in meaningful, cross-cultural learning projects without additional costs of time and money associated with study abroad programs. However, students must learn how to communicate effectively with international team members. Instruction to help students learn which virtual communication technologies to use and how to use them is needed. Training must include cross-cultural training that facilitates team communications and interactions with people from different cultural backgrounds. This study focused on how 10 specialized lessons, Principles of Global Virtual Teams (PGVT), facilitated the communications and interactions of students participating on GV teams in an advanced engineering design course. All GV teams provided evidence that communications and interactions on GV teams are different than Co-located teams. However, teams receiving the PGVT instruction showed indications of increased communication ability on GV teams. These indicators included technology use, vernacular phrase use, communication competence ratings and descriptors from team emails.
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Aguilar, Barrientos Sara. „Cultural intelligence and individual performance in global virtual teams“. Doctoral thesis, Pontificia Universidad Católica del Perú, 2018. http://tesis.pucp.edu.pe/repositorio/handle/123456789/12875.

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The purpose of this research was to find the relationship that exists between cultural intelligence and contextual performance, when moderated by cultural diversity in global virtual teams. A sample of 215 employees from a multinational services company was used. Data analysis was performed using a multi-group invariance structural equation model (x2/df% = 1.22, p > .01; RMSEA = .05; CFI = .97; SRMR = .08). There was a positive and significant correlation between cultural intelligence and contextual performance, which led to accept hypothesis 1 (Group 1: H1, Y11=.52, p<.01; Y12=.74, p<..01. Group 2: Y1'=.28, p<.01; Y12=.39, p<.01). Categorical moderation revealed that a high cultural diversity, increases the relationship between the independent and dependent constructs, therefore hypothesis 2 was also accepted (H2, Y11=.52, Y12=.74 > Y11=.28, Y12=.39). This allowed concluding that having cultural intelligence impacts positively individual contextual performance in global virtual teams, and that the more culturally diverse people are in the work unit, the higher is this link.
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Bücher zum Thema "Global virtual teams (GVT)"

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Leidner, D. E. Leadership effectiveness in global virtual teams. Fontainebleau: INSEAD, 1999.

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2

Global software development: Managing virtual teams and environments. Los Alamitos, Calif: IEEE Computer Society, 1998.

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3

Jarvenpaa, Sirkka L. Do you read me?: The development and maintenance of trust in global virtual teams. Fontainebleau: INSEAD, 1997.

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4

Jarvenpaa, S. Do you read me? The development and maintenance of tust in global virtual teams. France: INSEAD, 1997.

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5

Micheal, Ó. hAodha, und Richardson Ita, Hrsg. Software testing and global industry: Future paradigms. Newcastle: Cambridge Scholars, 2009.

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6

Brewer, Pam Estes. International Virtual Teams: Engineering Global Success. Wiley & Sons, Incorporated, John, 2015.

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7

Brewer, Pam Estes. International Virtual Teams: Engineering Global Success. Wiley & Sons, Incorporated, John, 2015.

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8

Brewer, Pam Estes. International Virtual Teams: Engineering Successful Global Communication. Wiley & Sons, Incorporated, John, 2015.

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9

Culture matters: Decision-making in global virtual teams. 2017.

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10

Chavaren, Olivier. Trust Within Global Virtual Teams: Antecedents, Facilitators, and Sustainability Factors. iUniverse, 2003.

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Buchteile zum Thema "Global virtual teams (GVT)"

1

Planells-Artigot, Enrique, und Santiago Moll-Lopez. „Distant Partners: A Case Study of Global Virtual Teams Between Spain and South Korea“. In European Higher Education Area: Challenges for a New Decade, 517–30. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-56316-5_32.

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Abstract Global Virtual Teams (GVT) among higher education institutions stand as a powerful tool of extending internationalization techniques as well as improving collaborative learning and transversal competencies. This study stems from the belief that using these channels allows students to establish connections and strengthen their confidence in networking for professional purposes. Furthermore, it describes a collaborative project involving undergraduate students of 23 different nationalities in two different business schools located in Spain and South Korea (n = 109; 61 in Spain and 48 in South Korea). The courses in both universities had similar learning objectives focused on the development of written and oral communication skills in a business environment. Through a series of semi-monitored activities and questionnaires, the vast majority of students expressed a strong satisfaction with their own achievements during the course including teamwork, learning how to deal with cultural differences, improving communication skills and problem-solving strategies. This case study contributes to a broader understanding of virtual exchange activities in higher education in different cultural contexts in terms of the types of activities engaged, the perceived value and learning outcomes as well as shared challenges. This understanding will help define common strategies in the practice of virtual exchange and to achieve greater integration within university curricula. Virtual exchange activities contribute not only to the improvement of students’ language and digital skills but to other transversal competencies such as problem-solving and teamwork, which seem to be gaining importance in an increasingly complex and competitive world of global connections.
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2

Stoeller, Willem. „Global virtual teams“. In American Translators Association Scholarly Monograph Series, 289–318. Amsterdam: John Benjamins Publishing Company, 2011. http://dx.doi.org/10.1075/ata.xvi.15sto.

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3

Uber Grosse, Christine. „Global Corporate Virtual Teams“. In Virtual Teamwork, 193–209. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470615782.ch9.

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Miloslavic, Stephanie A., Jessica L. Wildman und Amanda L. Thayer. „Structuring Successful Global Virtual Teams“. In Leading Global Teams, 67–87. New York, NY: Springer New York, 2014. http://dx.doi.org/10.1007/978-1-4939-2050-1_4.

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Carter, Dorothy R., Peter W. Seely, Joe Dagosta, Leslie A. DeChurch und Stephen J. Zaccaro. „Leadership for Global Virtual Teams: Facilitating Teamwork Processes“. In Leading Global Teams, 225–52. New York, NY: Springer New York, 2014. http://dx.doi.org/10.1007/978-1-4939-2050-1_10.

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Lacerenza, Christina N., Stephanie Zajac, Nastassia Savage und Eduardo Salas. „Team Training for Global Virtual Teams: Strategies for Success“. In Leading Global Teams, 91–121. New York, NY: Springer New York, 2014. http://dx.doi.org/10.1007/978-1-4939-2050-1_5.

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Scott, Charles P. R., und Jessica L. Wildman. „Culture, Communication, and Conflict: A Review of the Global Virtual Team Literature“. In Leading Global Teams, 13–32. New York, NY: Springer New York, 2014. http://dx.doi.org/10.1007/978-1-4939-2050-1_2.

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8

Weiler, Virginia, Ulrik Bisgaard, Sander Schroevers und Hans Seubring-Vierveijzer. „E-Projects: Global Virtual Student Teams“. In The Sustainable Global Marketplace, 76. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-10873-5_44.

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9

Zakaria, Norhayati, und Shafiz Affendi Mohd Yusof. „Can We Count on You at a Distance? The Impact of Culture on Formation of Swift Trust Within Global Virtual Teams“. In Leading Global Teams, 253–68. New York, NY: Springer New York, 2014. http://dx.doi.org/10.1007/978-1-4939-2050-1_11.

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10

Boutellier, Roman, Oliver Gassmann und Maximilian von Zedtwitz. „Organizing Virtual R&D Teams: Towards a Contingency Approach“. In Managing Global Innovation, 93–112. Berlin, Heidelberg: Springer Berlin Heidelberg, 2000. http://dx.doi.org/10.1007/978-3-662-04250-2_5.

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Konferenzberichte zum Thema "Global virtual teams (GVT)"

1

Stoilova, Vyara. „Socialization in Terms of Social Life Marketization“. In The 4th Global Virtual Conference. Publishing Society, 2016. http://dx.doi.org/10.18638/gv.2016.4.1.742.

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2

Zarndt, Frederick, Mike Hine und Derrick Cogburn. „Introduction to Global Virtual Teams Minitrack“. In 2012 45th Hawaii International Conference on System Sciences (HICSS). IEEE, 2012. http://dx.doi.org/10.1109/hicss.2012.19.

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3

Hine, Mike, und Derrick Cogburn. „Introduction to Global Virtual Teams Minitrack“. In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2017. http://dx.doi.org/10.24251/hicss.2017.054.

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4

Pongolini, Malin, Johan Lundin und Lars Svensson. „Global online meetings in virtual teams“. In the 5th International Conference. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/2103354.2103369.

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Hine, Mike, und Derrick Cogburn. „Introduction to global virtual teams minitrack“. In 2013 46th Hawaii International Conference on System Sciences (HICSS 2013). IEEE, 2013. http://dx.doi.org/10.1109/hicss.2013.10.

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6

Hine, Michael J., und Derrick L. Cogburn. „Introduction to Global Virtual Teams Minitrack“. In 2015 48th Hawaii International Conference on System Sciences (HICSS). IEEE, 2015. http://dx.doi.org/10.1109/hicss.2015.54.

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7

Hine, Mike, Derrick L. Cogburn und Frederick Zarndt. „Introduction to Global Virtual Teams Minitrack“. In 2014 47th Hawaii International Conference on System Sciences (HICSS). IEEE, 2014. http://dx.doi.org/10.1109/hicss.2014.47.

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8

Hine, Michael J., und Derrick L. Cogburn. „Introduction to Global Virtual Teams Minitrack“. In 2016 49th Hawaii International Conference on System Sciences (HICSS). IEEE, 2016. http://dx.doi.org/10.1109/hicss.2016.67.

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9

„Leading Global Virtual Teams Beyond Known Levels“. In 16th European Conference on Management Leadership and Governance. ACPI, 2020. http://dx.doi.org/10.34190/elg.20.072.

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10

Holding Eagle, L. M. „Maximizing the Effectiveness of Global Virtual Teams“. In SPE Annual Technical Conference and Exhibition. Society of Petroleum Engineers, 2020. http://dx.doi.org/10.2118/201354-ms.

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