Dissertationen: „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.
Tesis

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Bullard, Alva. „Examining Shared Understanding and Team Performance in Global Virtual Teams“. Diss., NSUWorks, 2019. https://nsuworks.nova.edu/gscis_etd/1089.

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Modern organizations face many significant challenges because of turbulent environments and a competitive global economy. These competitive demands have forced many organizations to increase levels of flexibility and adaptability through the use of virtual environments, and global teams are prevalent in business organizations. Although significant research has been conducted on virtual teams, the development of shared understanding among the members of these teams has not been studied adequately. Time/space barriers, communication complexities, and team diversity hinder the development of shared understanding in these teams. Based on the Media Synchronicity Theory (MST), a new theoretical model was created that used the constructs use of communication media, mode of interaction and team diversity to ascertain the influence shared understanding in global virtual teams. Additionally, the research model examined the relationship between shared understanding and team performance. The developed, web-based survey measured the participants’ use of communication media, mode of interaction, diversity, shared understanding, and team performance in virtual environments. The survey was administered through SurveyMonkey and distributed to a pool of opt-in respondents from firms with virtual teams. A total of 118 respondents participated in the study. The findings of this study indicate that use of communication and familiarity with systems are strong determinants of shared understanding, and subsequently shared understanding is a strong predictor of team performance. The study also indicates that mode of interaction is less of a predictor of shared understanding, and that cultural diversity, modified diversity construct, did not influence shared understanding. As virtual teams continue to proliferate, executive leaders and managers must ensure that teams and environments are designed for collaboration through use of communication technologies that promote synchronicity, and that its members are familiar with systems which subsequently promotes shared understanding.

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Ishaya, Tanko. „Computational approach to building trust in virtual teams : : with specific reference to global software teams“. Thesis, University of Manchester, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488024.

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Alexander, Jennifer Alyce. „Cultural Competence Lessons for Engineering Students Working on Global Virtual Teams“. BYU ScholarsArchive, 2012. https://scholarsarchive.byu.edu/etd/2915.

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With funding from the National Science Foundation (NSF), the Ira A. Fulton College of Engineering and Technology at BYU has been furthering their research on Global Virtual Teams. After Cultural Competence lessons were implemented into the classroom setting in 2010, it was decided that teaching the lessons online asynchronously could have advantages in decreasing the time professors needed to cover the content in class. In 2011, Jennifer Alexander teamed with faculty involved with the NSF grant to design and develop online Cultural Competence lessons. Beginning in August 2011 students at BYU and other cooperating campuses participated in the online Cultural Competence lessons. The online lessons were complete and ready for implementation on time; changes were made after implementation based on feedback given in student interviews; and the lessons are now ready for further development and implementation. The lessons will be shared openly with a global audience through Global Hub beginning in summer 2012.

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Tandalam, Aswinikumar Anuragini. „Bridging cultural discontinuities in global virtual teams : role of cultural intelligence“. Thesis, Université Paris-Saclay (ComUE), 2016. http://www.theses.fr/2016SACLE008.

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Les progrès récents des technologies de l'information et de la communication (TIC) ont joué un rôle déterminant dans la transformation de la plupart des pratiques de travail traditionnelles et les structures organisationnelles. Le travail d'équipe équipes virtuelles mondiales/internationales (EVI) est un exemple. Les précédentes recherches sur les (EVI) identifient comme limite les différences culturelles et cette question doit être traitée pour une meilleure efficience de l’équipe virtuelle. Prenant appui sur l'étude de la théorie de la discontinuité de l'organisation (TDO), nous proposons l'intelligence culturelle (IC) comme l'une des modalités à travers lesquelles les discontinuités culturelles dans les EVI pourraient éventuellement être comblées. En situant le débat dans le modèle transactionnel du stress et de l'adaptation (MTSA), nous développons un réseau nomologique d’IC décrivant les interrelations et les mécanismes à travers lesquels différentes dimensions d’IC influencent la performance des EVI. En outre, tirant parti de la théorie de l'adaptation compensatoire (TAC) le rôle important de l'adaptation structurelle (IC d'adaptation) est l'hypothèse, en plus de l'adaptation comportementale (comportement d’IC), dans le cadre de l’IC proposée pour le contexte de l’EVI. Pour tester le modèle conceptuel « théorisé », l'étude utilise une conception séquentielle de la recherche reposant sur les méthodes mixtes
Recent advances in information and communication technologies (ICTs) have been instrumental in transforming many of the traditional work practices and organizational structures. Global virtual teams (GVTs) are one such example. Prior research on GVT identifies ‘cultural discontinuity’ as a salient boundary that needs to be bridged for better performance. Grounding the study in organizational discontinuity theory (ODT), in this research, we propose cultural intelligence (CQ) as one of the modalities through which cultural discontinuities in GVTs could possibly be bridged. Situating the discussion, in transactional model of stress and coping (TMSC), we develop a CQ nomological network describing the inter-relationships and mechanisms through which different CQ dimensions influence GVT performance. Further, leveraging compensatory adaptation theory (CAT) the significant role of structural adaptation (role structure adaptation) is hypothesized, in addition to behavioral adaptation (CQ behavior), in the proposed CQ framework for the GVT context. For testing the theorized conceptual model, the study uses a sequential mixed methods research design comprising a quantitative study followed by a qualitative The integrated findings enable us to propose a 'substantive theory of CQ for GVT performance' thereby making significant contributions to both theory and practice

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Edmonds, Timothy, und Terry Maher. „Virtual Teams and The Group Creative Process : How does the group creative process function in a virtual team enviroment?“ Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-227032.

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The purpose of this paper is to explore group creative processes in a virtual environment to better understand how virtual communication influences creativity. After reviewing literature, a theoretical foundation in creativity was established and with three common themes derived: Task motivation and task orientation, social environment and participation, and communication. This was coupled with a review of current virtual team interaction theories, demonstrating intersections between them. The method used was a qualitative exploration using semi-structured in-depth interviews. The interviews were conducted via VOIP, with notes and recordings taken for further analysis. Analysis was conducted on the three common creative themes viewing virtualization as the mediator. Trends emerged demonstrating that asynchronous communication had a substantial influence on group creative processes. Conversely, virtual teams employing real-time communication found little influence on the creative process. Other anecdotal trends can be seen regarding motivation and social environment. This paper identifies key areas where virtualization influences the group creative process, and provides a base for future suggested research.

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Franke, Franziska, und Schramm Caroline Bengtsson. „Global Virtual Teams and their effective functioning : The Challenge of Time Pressure“. Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-202624.

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Nowadays modern organizations move in an incredible speed and have to be flexible and adaptable to constantly changing circumstances. Global Virtual Teams (GVTs) have been proved to be one of the means to handle this challenge. While it is said that GVTs bestow an organization with flexibility and enhanced creativity, research proves that the managing of these teams is quite challenging. The modern work stress factor time pressure is said to be omnipresent in nowadays organizations and therefore undoubtedly connected to this. However time pressure within teams has until now been somewhat “under-researched”. This study therefore aims to explore how time pressure is related to the main challenges of GVTs. The qualitative research is based on empirical data collected through 15 interviews with students who participated in a global virtual competition. The main findings show that time pressure affects GVTs and their functioning on several dimensions as well as the challenges connected to the teams can also cause time pressure.

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Soto, Sadie Lee. „Information and Communications Technology Strategies for Improving Global Virtual Teams' Success Rates“. ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7079.

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Ineffective strategies to integrate information and communication technology (ICT) to support global virtual teams (GVTs) have adversely affected organizations' performance. The purpose of this multiple case study was to explore the effective strategies participating GVT managers in 2 organizations in the United States used to integrate ICT to support teams' success. The population comprised managers in New York with at least 3 years of service integrating successful strategies in ICT to support GVT success. Transformational leadership theory was used as the conceptual framework for this study. The data collection process included asking 4 participants semistructured interview questions as well as reviewing archival data from the organizations. Data analysis using mind mapping analysis resulted in 5 major themes: forms of communication, redundancy, inclusion, accessibility, and infrastructure. The implications of this study for positive social change include the potential to create economic opportunities in developed and underdeveloped countries by incorporating or adapting some or all these strategies to improve efficiencies using ICT to support the success of GVTs. Improving GVT success rates could enable organizations to maintain and grow jobs benefiting employees, families, and communities.

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Gaioshko, Dariia, und Irina Armasheva. „Impact of individual virtual competence on work outcomes in virtual IT projects“. Thesis, Umeå universitet, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-144329.

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As the world becomes more globalized and information technology develops more rapidly, companies are increasingly exploring the benefits of using virtual teams to work on projects that allow them to achieve their objectives. This phenomenon though keeps raising questions regarding the best practices in selection and management of employees whose work would be mostly conducted in virtual settings instead of traditional co-located teams. We have investigated the conditions of virtuality, identifying its benefits and challenges and came up to a conclusion that in order to be an effective virtual team member, a special set of skills and abilities may be needed. The central question of this study is: What individual knowledge, skills, and abilities (KSAs) that comprise virtual competence (IVC) should the virtual project team members possess, which could contribute to overcoming challenges of the virtual environment? To answer this question a variety of theories on a virtual team, professional competencies, team management and project management were examined. Quantitative research has been utilized to measure the relationship between the conceptualised construct of individual virtual competence and individual work outcomes in a project that is conducted by distributed global teams. Data on the skills of the individuals conducting their work in virtual IT project settings were collected with an online survey which was distributed among the chosen sample. The results of the survey indicated that the most important characteristics that contribute to overcoming challenges of virtuality are self-efficacy, social, and media skills, which also have a positive reflection on the individual work performance and job satisfaction. There are also interesting results regarding the effect of demographic characteristics on variables when compared with the results from the similar study conducted with a different group of respondents. In the end, a revised model of individual virtual competence is proposed that can shed some light on its impact on job performance and job satisfaction of an individual working in virtual project teams.

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Christianson, Nikki, und Wilma Andreasson. „The Art of Virtual Trust : A qualitative case study on how leaders establish trust in their geographically dispersed virtual teams“. Thesis, Stockholms universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-185848.

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The advancements in technology have enabled contemporary organisations to work remotely, and this work structure is increasingly being adopted by more industries. This forces organisations to implement global virtual teams, that despite differences in geographic locations, time zones and cultures, are obligated to work towards organisational goals. It is possible to identify both opportunities and challenges for leaders within organisations. These can be viewed from various organisational perspectives, although one of the most recurring topics for leaders to consider when managing global virtual teams, is the notion of trust. Trust is argued to be one of the fundamental constituents for teams to work effectively. Even though the use of global virtual teams is becoming more prevalent, research on trust in regard to virtual teams is limited. Prior research argues that leadership is the key success factor for determining the level of trust in global virtual teams.    However, there is a research gap on specifically how leaders work in terms of the specific actions that are taken in order to facilitate for establishing trust. This case study therefore investigates how leaders establish trust in their geographically dispersed virtual teams.   In order to answer this research question, nine leaders were interviewed through qualitative in-depth semi-structured interviews.

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Zenic, Christopher. „THE INFLUENCE OF A GLOBAL CORPORATE CULTURE ON THE LEADERSHIP OF VIRTUAL TEAMS“. Doctoral thesis, Universitätsbibliothek Leipzig, 2016. http://nbn-resolving.de/urn:nbn:de:bsz:15-qucosa-207200.

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Companies from across the globe move from traditional towards virtual organisations to be able to respond effectively to developments and changes in the global economy. As a consequence, the leadership of virtual teams will evolve as one of the major challenges future leaders will have to face. Hence, this triggers a growing demand in knowledge and understanding of virtual teams from both science and practice. So far, there is only basic research available on key elements of virtual teaming and limited literature on the leadership of virtual teams. With the increasing significance of a corporate culture in organisations, science will want to investigate its impact on virtual team leadership. Shedding light into this matter is hence this dissertation\'s main objective. After a thorough literature review and a pre-study, a leading EURO STOXX 50 company which has rolled out a global corporate culture in the past years was investigated using interviews with experienced virtual team leaders. Their experiences from before and after the introduction of a global corporate culture were assessed and analysed. Finally, focus groups were conducted to validate the results. In order to provide a holistic picture of the influence of a global corporate culture on the leaders of virtual teams, each empirical component follows a three phase sequence. First, it seeks to understand the environment of a virtual team leader, aiming specifically at investigating how the corporate culture shifts the behaviour of virtual team members. In the next phase, it focuses on how virtual leaders then react to the shift in team member behaviour. The last phase focuses on how the leaders are directly influenced by the global corporate culture themselves. The results of the study show that a common global corporate culture positively influences the collaboration of virtual team members and increases harmony between them. This leads to higher team performance. In response to this shift in team behaviour as well as due to the direct impact of the corporate culture, the leader himself switches gradually from a transactional towards a transformational leadership style, thereby again increasing the performance of the team. The results of the empirical research are channelled into a final product, namely detailed best practices for virtual team leaders on how to develop themselves and their team into effective virtual collaborators. This model uses corporate culture as a catalyst.

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Santistevan, Diana. „Networks, relationships, and help : creating and maintaining engagement in global virtual "open" teams“. Thesis, Paris 9, 2015. http://www.theses.fr/2015PA090025.

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Cette thèse explore la façon dont les managers suscitent l’engagement des membres au sein d’équipes ouvertes, internationales et virtuelles. Ce type d’équipe, qu’on nomme une équipe « ouverte » est caractérisée par : des interactions régulières entre les membres, pour atteindre des objectifs organisationnels spécifiques ; une appartenance floue et instable des membres ; une « pluri-appartenance » des membres : chaque membre est simultanément impliqué dans plusieurs équipes ; des managers disposant d’une responsabilité formelle, sans pour autant disposer d’une autorité formelle. Les équipes ouvertes sont un phénomène fréquent dans les organisations commerciales internationales et les entreprises de conseil, mais peu de recherches s’y sont encore intéressées. Mobilisant la théorie enracinée, cette recherche étudie les équipes ouvertes d’une grande entreprise multinationale. Sur une période de deux ans, 70 entretiens formels ont été conduits auprès de 66 employés et 28 jours d’observation ont été réalisés dans neuf pays. Cette étude enrichit la littérature sur les équipes du concept d’équipe ouverte et apporte des compléments à trois cadres théoriques : la théorie de l’engagement, du « boundary spanning » et du leadership fonctionnel. Elle prolonge la théorie de l’engagement de Kahn, en montrant comment les leaders améliorent les conditions psychologiques de l’engagement en donnant du sens et en agissant sur le sentiment de sécurité psychologique. La recherche enrichit le concept de « boundary work » en identifiant de manière empirique et théorique deux pratiques de « boundary spanning » supplémentaires : la création de frontières et la coordination des frontières. L’étude des équipes ouvertes a fait émerger six fonctions additionnelles à la théorie du leadership fonctionnel et montré que six autres fonctions sont modifiées du fait de la structure même de ces équipes ouvertes
The objective of this empirical study is to explore how managers engage team members in global virtual ‘open’ teams. Open teams are a collection of individuals with varying levels of interdependence, who contribute toward shared organizational objectives, who are seen by others as an intact social entity within one or more larger systems, whose membership is neither bounded nor stable, and whose members participate in multi-team systems, and whose managers have formal responsibility for group outcomes but little to no formal authority. Open teams are a phenomenon found in multinationals and large consulting firms, but little research is focused on this type of team. Using grounded theory, this research examines the open teams at a large multinational. Over a period of two years, 70 formal interviews with 66 employees were conducted and 28 days of observations in nine countries were logged. The study introduces the concept of ‘open team’ and contributes to three theoretical frameworks: engagement theory, boundary spanning theory and functional leadership theory. It extends Kahn’s theory of engagement by showing how leaders influence meaningfulness and psychological safety to improve the psychological conditions for engagement. In boundary spanning theory, the boundary work concept is extended by providing empirical evidence for boundary coordination and boundary creation as well as introducing two new boundary spanning practices. In function leadership theory, six leadership functions emerge from the study of open teams and show how another six changed due to the open team structure

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Wojtara-Perry, Shery. „The Impact of Transformational Leadership Style on the Success of Global Virtual Teams“. ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2180.

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Organizations in the age of modern technology have a diverse workforce, who are spread around the globe, and the business leaders of the 21st century need to understand how best to manage, overcome new challenges, and know the various skills of team members to capitalize on their differences and unique skills. To allow those geographically dispersed workers to reach their full potential and facilitate team success. Global virtual teams (GVTs) operate in complex environments characterized by diverse cultural and organizational elements. The primary purpose of this correlational and nonexperimental quantitative research was to examine the impact of transformational leadership on GVTs, their productivity, and job satisfaction with leadership effectiveness. Using the Multifactor Leadership Questionnaire (MLQ) and the Job Satisfaction Survey (JSS), data analyzes were completed through SurveyMonkey.com and SPSS software. The study measured transformational leadership, the independent variable, by the leader's ability to motivate workers to be satisfied and productive, and by the leader's effectiveness in the organization. Data were assessed by frequency analysis, moderation analyzes, and multiple regression analysis on the dependent variables of job satisfaction, leadership effectiveness, and productivity. The findings from this study reinforced the positive relationships found between transformational leadership, employee productivity, and leadership effectiveness in GVTs. Results also showed that motivated employees increase productivity and help in the organization's growth. Implications for positive social change included improvements in GVT interactions to increase the exchange of diverse ideas that lead to increased productivity and job satisfaction.

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Brooks, Ian Robert. „SEM Predicting Success of Student Global Software Development Teams“. Thesis, University of North Texas, 2015. https://digital.library.unt.edu/ark:/67531/metadc799549/.

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The extensive use of global teams to develop software has prompted researchers to investigate various factors that can enhance a team’s performance. While a significant body of research exists on global software teams, previous research has not fully explored the interrelationships and collective impact of various factors on team performance. This study explored a model that added the characteristics of a team’s culture, ability, communication frequencies, response rates, and linguistic categories to a central framework of team performance. Data was collected from two student software development projects that occurred between teams located in the United States, Panama, and Turkey. The data was obtained through online surveys and recorded postings of team activities that occurred throughout the global software development projects. Partial least squares path modeling (PLS-PM) was chosen as the analytic technique to test the model and identify the most influential factors. Individual factors associated with response rates and linguistic characteristics proved to significantly affect a team’s activity related to grade on the project, group cohesion, and the number of messages received and sent. Moreover, an examination of possible latent homogeneous segments in the model supported the existence of differences among groups based on leadership style. Teams with assigned leaders tended to have stronger relationships between linguistic characteristics and team performance factors, while teams with emergent leaders had stronger. Relationships between response rates and team performance factors. The contributions in this dissertation are three fold. 1) Novel analysis techniques using PLS-PM and clustering, 2) Use of new, quantifiable variables in analyzing team activity, 3) Identification of plausible causal indicators for team performance and analysis of the same.

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Schaner, Rita L. „Learning from the educators creating a global curriculum in a virtual space /“. Columbus, Ohio : Ohio State University, 2009. http://rave.ohiolink.edu/etdc/view.cgi?acc%5Fnum=osu1245176740.

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Lohikoski, P. (Päivi). „Information processing in global virtual NPD projects“. Doctoral thesis, Oulun yliopisto, 2016. http://urn.fi/urn:isbn:9789526211831.

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Abstract In knowledge-based economy an increasing amount of work is conducted in projects in dispersed virtual organisational settings. Information is the raw material of virtual knowledge-based project work and therefore an understanding of information processing in virtual NPD (New Product Development) projects is essential. Information processing is particularly crucial for virtual NPD projects, which are typically implemented in demanding, turbulent and complex institutional settings, where they are subject to various challenges caused by cultural, organisational and human factors and where large amounts of information is processed. This multi-disciplinary study combines theories of information processing and trust and knowledge-based view of organisations. Particularly impersonal and interpersonal trust and barriers to information processing are investigated to study organisational capabilities and virtual communication competencies, which can enable information processing in virtual NPD projects. The case organisation was selected for the study because it has a lengthy history of multinational and multisite virtual way of work. Survey questionnaires and semi-structured interviews were employed to gather research data. Focus group interviews and document review were conducted to evaluate the results. Altogether, 11 leaders and 12 expert teams were interviewed at sites in the USA, Finland, China and Poland as well as 7 members from the operative management in USA and Finland. The results of this study enhance the understanding of organisational virtual capabilities and personal virtual communication competencies in virtual NPD project context. The findings indicate that trust is significant and it is clear that both impersonal and interpersonal trust in supporting information processing in projects, are needed. This study also confirms that each phase in virtual project lifecycle has different needs for information processing. Through recognizing virtual communication capabilities in company level and competencies at the personal level, it would be easier to manage information processing in virtual NPD projects. At the personal level, virtual communication competencies are seen to consist of cultural knowledge and sensitivity, company language skills, listening skills, accountability and credibility, mastery in using ICT and e-mail etiquette. The significance of virtual communication capabilities and competencies as part of knowledge management strategies will grow in the future. This dissertation addresses this challenge by providing new practical and theoretical perspectives to enable planning, measuring, training and rewarding from virtual communication competences, and them to be tested in similar constructions in ICT industry or in other organizations to enhance information processing in virtual projects
Tiivistelmä Erityisesti yhteiskuntamme tietointensiivisillä aloilla tuotekehitys tapahtuu yhä useammin globaaleissa projekteissa, joissa työskennellään organisatorisesti ja maantieteellisesti hajautuneesti, jolloin suuri osa viestinnästä on virtuaalista. Viestintäprosessissa liikkuu informaatiota, joka on tiedon ja osaamisen raaka-ainetta. Jotta tietoa ja osaamista olisi mahdollista hyödyntää, on tärkeää ymmärtää virtuaalisten tuotekehitysprojektien viestintäprosesseja. Onnistunut viestintä on usein vaikeaa, koska projektit toimivat vaativissa, alati muuttuvissa ja monimutkaisissa ympäristöissä. Tyypillisesti projektin aikana pitää pystyä viestimään suuri määrä tietoa ja välittämään osaamista eri toimijoiden välillä. Tämä monitieteinen tutkimus yhdistelee informaation prosessoinnin teoriaa, tietojohtamista ja luottamustutkimusta globaalien tuotekehitysprojektien viestinnän tarkastelussa. Erityisesti keskitytään luottamuksen eri lajien vaikutukseen ja viestinnän esteiden esille tuomiseen, jotta onnistuneen viestinnän kannalta tärkeimmät organisatoriset ja yksilölliset kyvykkyydet voitaisiin tuoda esiin. Tutkittavalla organisaatiolla on pitkä historia kansainvälisillä markkinoilla virtuaalisena organisaationa toimimisesta. Tutkimus toteutettiin yhdistellen kyselytutkimusta ja laadullisia puolistrukturoituja haastatteluja. Kaikkiaan 11 virtuaalitiimin esimiestä ja 12 asiantuntijatiimiä osallistui haastatteluihin USA:ssa, Suomessa, Kiinassa ja Puolassa sekä operatiivisesta johdosta seitsemän henkilöä Suomesta ja USA:sta. Lopuksi tulokset arvioitiin dokumenttikatselmoinneissa sekä fokusryhmähaastatteluissa tutkittavassa organisaatiossa. Tulokset osoittavat, että organisaatio- ja yksilötason luottamusta tarvitaan ja luottamuksen eri lajeilla on erilainen vaikutus viestintään. Tutkimus nostaa myös esille projektin eri vaiheiden erilaiset viestintätarpeet, jotka huomioimalla voidaan kasvattaa virtuaalisten projektien kyvykkyyttä. Yksilötasolla tarvittavat virtuaaliset viestintätaidot ovat ammatillinen ja riittävä projektissa käytettävä kielitaito, kulttuurien tuntemus ja herkkyys, kuuntelemisen taito, vastuullisuus, vahvat ICT:n käyttö- ja mediataidot sekä e-mail etiketti. Tutkimus on merkittävä, koska virtuaalinen projektiperustainen globaali työ tulee lisääntymään ja lisäksi etätyön tarve tulee kasvamaan. Näin ollen virtuaalisten viestintätaitojen merkitys osana tietojohtamisen strategiaa tulee kasvamaan tulevaisuudessa

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Jörgensen, Niklas, und Sammy Meléus. „Not Just Another Team Member : How management is affected when the customer is a member of the global virtual team“. Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-255758.

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Purpose - The aim of the paper is to understand how management is affected by having the customer as a member of the global virtual team within agile work methods. Research Method - This research is based on a qualitative methodological choice, and an embedded single case study conducted through a cross-sectional time horizon. The research is based on primary and secondary data. The primary data has been collected from management, employees, and customer, through semi- and in depth interviews, and observations in Sri Lanka. Secondary data is conceptualized from literature in the Global Virtual Team research field. Results - A customer is seen as a colleague and a critical team member, where the developers and management work closely with the customer. However, the customer is not fully seen as a traditional colleague. The customer’s influence outweighs the influence of the supplier, resulting in a dynamic shift of influence towards the customer. Not allowing the dynamic shift, i.e. not increasing attention towards the customer significantly, could result in a loss of business. Furthermore, the background of the customer affects the manager’s role as a Bridge Maker. How efficient the collaboration turns out within the team is dependent on the customer background, and how well the management allocates time and efforts accordingly. Research limitations - Due to time and resource limits, and the depth scope of the study, only one case firm and one customer laid the basis of this paper. Further investigation of how management is affected by having the customer as a member of the global virtual team could be the direction of future studies. Practical implications - The findings allow management to allocate their time and resources more effectively cross projects and increase the understanding of how the firm is affected by having the customer as a member of the team in the global virtual team setting. As a result, it will potentially increase the overall success of the company. Originality/value - This study supplies the contribution to existing management literature as it includes an external stakeholder, the customer, in the global virtual team, which is a growing phenomenon that has not been captured by current literature. Keywords - Global teams, Virtual teams, Multicultural teams, Customer as a team member, Bridge Maker, Team leadership, Biculturalism, Agile work process Paper type – Master thesis

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Bernehjält, Matilda, und Isabella Carlbom. „How Global and Virtual Teams are Efficiently Managed by Project Managers : From a Construction Management Perspective“. Thesis, KTH, Ledning och organisering i byggande och förvaltning, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-277050.

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The acceleration of globalisation has forced companies to cope with its propulsion in order to become more competitive and internationalised, an internationalisation that creates the importance of knowing how to manage global and virtual teams (GVT). The knowledge in the area today has shown to be vague, generalised and hard to grasp, especially for the unexperienced GVT-project manager. The purpose of this thesis is therefore to study whether the literature regarding how to manage a GVT corresponds with the perceptions in practice and how these findings can contribute to a more efficient project management approach. This study is examined using a qualitative method based upon literature and semi-structured interviews. This foundation is used to provide a deeper understanding of the subject as well as it puts this research questions into the proper context. The interview respondents are from the same organisation, however, from offices located in four different countries. The result shows that there are different perspectives on how GVTs should be managed efficiently, and that different leadership preferences exits. Furthermore, there exists a lot of possibilities, but also challenges that must be coped with in order to reach the team’s full potential. These challenges are connected to the virtual work settings and practical problems as well as the team's heterogeneity and communication structure. It was found that it is important to consider the purpose of the collaboration in order to strategically plan for its initiation and execution.
Globaliseringens acceleration har tvingat företag att hantera sin framdrift för att bli mer konkurrenskraftiga och internationaliserade, en internationalisering som vidare leder till vikten av att veta hur man ska hantera globala och virtuella team (GVT). Kunskapen i området idag har visat sig vara vag, generaliserad och svår att ta till sig, särskilt för den oerfarna GVT-projektledaren. Syftet med detta examensarbete är därför att studera huruvida uppfattningen om hur man ska hantera GVT skiljer sig mellan litteratur och i praktiken samt hur dessa upptäckter kan bidra till ett mer effektivt projektledningssätt. Denna studie undersöks med en kvalitativ metod baserad på litteratur och semi-strukturerade intervjuer. Grunden används sedan för att få en djupare förståelse av ämnet såväl som den sätter rapportens frågeställningar i rätt sammanhang. Intervjurespondenterna är från samma organisation, dock från kontor i fyra olika länder. Resultatet visar att det finns olika perspektiv på hur GVT ska ledas effektivt och att olika ledarskapspreferenser existerar. Dessutom finns det många möjligheter, men också utmaningar som måste hanteras för att nå teamets fulla potential. Dessa utmaningar är kopplade till virtuella arbetssätt och praktiska problem samt teamets heterogenitet och kommunikationsstruktur. Det konstaterades att det är viktigt att överväga syftet med samarbetet för att strategiskt planera för dess initiering och genomförande.

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Vahtera, Pekka Johannes. „How intra-firm networks create value and liabilities in micro-level processes of global virtual teams“. Thesis, University of Leeds, 2013. http://etheses.whiterose.ac.uk/6509/.

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Research on organisational networks is abundant, yet understanding about the positive and negative effects of networks in global business settings remains relatively limited. This dissertation analyses the network mechanisms that add value to global virtual teams (GVTs). More specifically, it examines the role of (i) network structure, (ii) individuals’ network position, and (iii) the types of relationships which people share as both value-adding mechanisms as well as sources of potential liabilities. Added value in this study refers to interpersonal benefits which may help GVTs realise their full potential, meaning an increased knowledge flow, decreased levels of conflict and a higher degree of integration among diverse team members, amongst other things. The theoretical underpinning of this study lies within the intersection of network theory, international business, and virtual team management. The empirical analysis is conducted within a social network data set collected from 160 GVT members from three multinational companies working in a high technology sector. Statistical analyses of these data suggest that network mechanisms such as the types of ties people share (i.e. friendship), reciprocity (i.e. two-way interaction), the structure of ties (i.e. cliques), and an individual’s network positions (i.e. brokerage over structural holes) have important effects on knowledge sharing and potential for conflict. Surprisingly, the GVTs are found to show little tendency for homophily (tendency for similar others) and no support is found for the argument that cultural dissimilarities or geographical distance would negatively affect interpersonal interactions. It is concluded that network-based theories need to be more rigorously tested in global contexts in order to truly evaluate their generalisability for international business.

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Sharp, Jason H. „Globally Distributed Agile Teams: An Exploratory Study of the Dimensions Contributing to Successful Team Configuration“. Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc9737/.

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Drawing upon configurational theory, work group design research, virtualness concepts, and the software agility literature, the purpose of this study was to provide a starting point for theorizing about the successful configuration of globally distributed agile teams by exploring the dimensions of team structure, virtualness, and agility. Due to the complex nature of this topic, the need to examine the phenomenon within its natural setting, and the limited amount of research that has been conducted in this particular area, this study adopted an embedded multiple-case research design. The primary data collection method consisted of semi-structured interviews involving members of globally distributed agile teams within three U.S. based organizations with members located in distributed sights in multiple countries. Additional data were collected from archival records. Within-case and cross-analysis was conducted using qualitative data analysis software. This study provides a starting point for answering the question of how the configuration of globally distributed agile teams differs from the configuration of other types of globally distributed teams; it synthesizes past research and findings into a comprehensive theoretical framework; it provides a starting point for theorizing about the successful configuration of globally distributed agile teams; it helps practitioners to identify and address the challenges related to the configuration of globally distributed agile teams; and it presents a set of best practices which will inform organizations on how to configure their globally distributed agile teams.

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Castro, Hernandez Alberto. „Content and Temporal Analysis of Communications to Predict Task Cohesion in Software Development Global Teams“. Thesis, University of North Texas, 2017. https://digital.library.unt.edu/ark:/67531/metadc984118/.

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Virtual teams in industry are increasingly being used to develop software, create products, and accomplish tasks. However, analyzing those collaborations under same-time/different-place conditions is well-known to be difficult. In order to overcome some of these challenges, this research was concerned with the study of collaboration-based, content-based and temporal measures and their ability to predict cohesion within global software development projects. Messages were collected from three software development projects that involved students from two different countries. The similarities and quantities of these interactions were computed and analyzed at individual and group levels. Results of interaction-based metrics showed that the collaboration variables most related to Task Cohesion were Linguistic Style Matching and Information Exchange. The study also found that Information Exchange rate and Reply rate have a significant and positive correlation to Task Cohesion, a factor used to describe participants' engagement in the global software development process. This relation was also found at the Group level. All these results suggest that metrics based on rate can be very useful for predicting cohesion in virtual groups. Similarly, content features based on communication categories were used to improve the identification of Task Cohesion levels. This model showed mixed results, since only Work similarity and Social rate were found to be correlated with Task Cohesion. This result can be explained by how a group's cohesiveness is often associated with fairness and trust, and that these two factors are often achieved by increased social and work communications. Also, at a group-level, all models were found correlated to Task Cohesion, specifically, Similarity+Rate, which suggests that models that include social and work communication categories are also good predictors of team cohesiveness. Finally, temporal interaction similarity measures were calculated to assess their prediction capabilities in a global setting. Results showed a significant negative correlation between the Pacing Rate and Task Cohesion, which suggests that frequent communications increases the cohesion between team members. The study also found a positive correlation between Coherence Similarity and Task Cohesion, which indicates the importance of establishing a rhythm within a team. In addition, the temporal models at individual and group-levels were found to be good predictors of Task Cohesion, which indicates the existence of a strong effect of frequent and rhythmic communications on cohesion related to the task. The contributions in this dissertation are three fold. 1) Novel use of Temporal measures to describe a team's rhythmic interactions, 2) Development of new, quantifiable factors for analyzing different characteristics of a team's communications, 3) Identification of interesting factors for predicting Task Cohesion levels among global teams.

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Zenic, Christopher [Verfasser], und Thorsten [Gutachter] Posselt. „The influence of a global corporate culture on the leadership of virtual teams / Christopher Zenic ; Gutachter: Thorsten Posselt“. Leipzig : Universitätsbibliothek Leipzig, 2016. http://d-nb.info/1240628439/34.

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Comu, Semra. „Examining the Impact of Facilitation on the Performance of Global Project Networks Collaborating in Virtual Workspaces“. Diss., Virginia Tech, 2012. http://hdl.handle.net/10919/19209.

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Globalization impacts the Architecture, Engineering and Construction (AEC) industry; customers in the AEC industry are seeking lower costs, faster construction schedules and higher quality services. In order to keep up with the changing demand and to stay competitive in the global AEC industry, firms are forming joint ventures and outsourcing design and services work. As a result, these new trends in the AEC industry require the collaboration of widely dispersed and diverse project workers and companies. Accordingly, it becomes increasingly important to understand the impact of diversity on performance. In this sense, the initial aim of this study was to find empirical evidence on how differences in national culture and language may affect performance in Global Project Networks (GPNs). According to the results of the first experiment comparing the performance of multi-cultural versus mono-cultural simulated project networks over time, I found cultural and linguistic diversity to have a negative impact on initial performance. However, culturally and linguistically diverse project networks studied achieved better adaptation performance that has long term advantages. Even though GPNs have long term performance benefits, bringing the widely dispersed project participants together is costly. Therefore, firms are seeking ways to employ collaboration technologies to bring together the project participants. Little research exists to examine how to increase the efficiency of GPNs that collaborate using technologies such as virtual workspaces to perform design work. In order to examine collaboration in GPNs utilizing virtual workspaces, I conducted two experiments. In the first study, I investigated the formation and the maintenance of Transactive Memory Systems (TMSs) and cohesive subgroups as a proxy for performance in two facilitated and two non-facilitated global virtual project networks. I found a negative impact on collaboration effectiveness when process facilitators engaged in content facilitation in virtual project networks, which restricts the establishment of TMSs. The findings of the first study revealed inappropriate ways of facilitating GPNs collaborating in virtual workspaces, which motivated the second study. In the second experiment, I observed two global and two domestic virtual project networks that were appropriately facilitated. I examined the interactions between network members in order to identify whether significant differences between the collaboration approaches of global and domestic virtual project networks exist. Facilitators were utilized more frequently in global networks, particularly in the early stages of collaboration. Boundary spanning visualization technologies within the virtual workspace were also utilized more frequently by the global network members; however, this was due more to the spatial richness of the task than the maturity of the collaboration. The overall findings have significant implications in improving the effectiveness of global project network collaborations in virtual workspaces.

Ph. D.

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Zimmermann, Peter. „The relative importance of leadership behaviours in virtual and face-to-face interactions in global virtual teams : an empirical study of team members' and managers' perceptions in Shell Global Solutions International“. Thesis, University of Strathclyde, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.438169.

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Sinani, Funda. „The Effects of Participative Leadership Practices on Job Satisfaction for Highly Skilled Virtual Teams“. ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2382.

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Virtual-team professionals have reported experiencing low job satisfaction due to lack of face-to-face interaction leading to stress, miscommunication, and role-confusion. Dissatisfaction among virtual teams has increased turnover and management costs for organizations. Despite these known associations, there was a gap in the literature investigating efficient leadership practices to improve job satisfaction for highly skilled virtual teams. Participative leadership offers an effective approach to increase job satisfaction among face-to-face teams and innovative teams. This study explored the relationship between participative leadership and job satisfaction among highly skilled virtual teams within the global software industry. A quantitative study with a correlational design was utilized among 173 participants from the International Association for Software Architects. Participants took a voluntary online survey by responding to an invitation post on the group LinkedIn page. The questionnaire included participative leadership scale (Ismail, Zainuddin, & Ibrahim, 2010), job satisfaction scale (Wall, Cook, & Warr, 1979), and demographic questions. Correlation analysis indicated that there was a positive relationship between participative leadership and job satisfaction, r(172) = .67, p < .001. Regression analysis revealed that job position had a control effect on job satisfaction, F(2, 170) = 89.46, p < .001, R2 = .51. Higher-ranked professionals enjoyed higher job satisfaction when participative leadership was present. Study results are beneficial for global software organizations to streamline leadership practices for highly skilled virtual teams to ensure high levels of job satisfaction. Ensuring high job satisfaction among skilled global talent helps innovative organizations cut costs, increase competitive advantage, and ensure high work quality.

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Bergqvist, Groth Anton, und Johan Vesslén. „Off-Shore Blackboxing & Global Software Development : En studie av utmaningar och möjligheter med distribuerad systemförvaltning“. Thesis, Umeå universitet, Institutionen för informatik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-91176.

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Global Software Development (GSD) is based on a geographical distance where teams are spread throughout the world. The related research have for a long time addressed the challenges presented by geographical distances. GSD is basically a necessity for many businesses to use in order to reduce development costs, reduce production time and to maintain high quality. The study aims to investigate the relationship between the reality of a specific maintenance project. Thus, our research question: How do distributed maintenance teams experience temporal, geographical and socio-cultural distances? To achieve the purpose of the study, we chose to perform a case study of a global consulting company which recently started a new system maintenance project. The data collection was done through interviews and observations at the premises of the consulting company. We have confirmed the previous research and come up with our own contributions to the field. The findings of our thesis provides aspects of communication, coordination and control related to the three distances stated in our research question. A new collective term has also emerged, off-shore blackboxing.

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Clear, Tony. „Supporting the work of global virtual teams the role of technology-use mediation : a thesis submitted to Auckland University of Technology in fulfilment of the requirements for the degree of Doctor of Philosophy (PhD), 2008“. Click here to access this resource online, 2008. http://hdl.handle.net/10292/650.

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This thesis investigates the role of technology-use mediation in supporting the work of global virtual teams. The work is set in the context of a longer term action research programme into collaborative computing and global virtual teams, initiated by Auckland University of Technology in New Zealand and Uppsala University in Sweden. Over the period since 1998, global virtual collaborations involving teams of students from both universities have been conducted annually. This thesis investigates the 2004 collaboration cycle, in which participants from St Louis University Missouri joined the collaboration. This was the first triadic collaboration, and covered Northern, Southern and Western aspects of the globe while traversing three widely divergent time-zones. In spite of the extensive experience in collaboration possessed by the coordinators at all three sites, the results of the global virtual trial were at best mixed. This repeated experience of dissatisfaction in our global virtual collaborations, in spite of the technology being in place has been a primary motivator for this work. Why is global virtual collaboration difficult? What roles and activities are critical? How can we do it better? These are not issues solely to do with the student actors in the global virtual teams, but more to do with the supporting cast, engaged in “activities which involve the shaping of other users activities of [technology] use” (Orlikowski et al., 1995, p.425). Thus came about my interest in exploring the topic of technology-use mediation. This thesis applies a research framework adapted from DeSanctis & Poole’s “Adaptive Structuration Theory” (1994) by the author. Initially applied to “facilitation” in virtual teams “Extended Adaptive Structuration Theory (EAST)” (Clear, 1999a), has undergone further development. The resulting research framework “Technology-use Mediated AST (TUMAST)” is applied here for the first time to investigate technology-use mediation activities performed during the global virtual collaborative trial. A corpus of data based on the email communications of supporting parties to the collaboration is analysed in depth in this study, applying a combination of grounded theoretic and structurational techniques. Thus a very rich and firmly grounded picture of the processes of technology-use mediation is built. This thesis represents the first known in-depth longitudinal study of technology-use mediation in a real global virtual team setting. From this exploratory study some novel theorizations have resulted. Methodologically it demonstrates analysis of technology-use mediation applying the TUMAST framework in a manner that captures the richness and evolution over time of these complex activities. Substantively it proposes a novel theory of “Collaborative Technology Fit (CTF)”. It is hoped that future global virtual team coordinators and researchers may apply the theory in order to map their situation, and diagnose their degree of collaborative alignment on multiple dimensions, thus enabling corrective actions to be taken. While the work arises in a tertiary education context, it reflects the reality of professionals at work in a global virtual team. Its application within other domains remains to be proven, but readings from the literature, and personal experience within global virtual software development teams suggest its wider applicability.

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Hagy, Michael Richard. „TRUST AT NO SIGHT: ESTABLISHING TRUST IN THE PROCESS RATHER THAN IN THE INDIVIDUAL MEMBERS OF A GLOBAL VIRTUAL TEAM“. Diss., Temple University Libraries, 2018. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/518760.

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Business Administration/Strategic Management
D.B.A.
Current research has established the importance of establishing individual trust in global virtual teams to achieve project success. Global virtual teams (GVTs) emerged as a result of the growth of multi-national corporations (MNCs) conducting business operations in more than one country. This research explores eliminating the need to establish individual trust among the members of short-lived global virtual teams and suggests an institutional trust in the project’s processes can suffice. Beginning with an exploration of various aspects of trust, it draws from the current literature on individual and institutional trust in the real and virtual worlds. The data were gathered using two versions of an online survey administered to global virtual teams working for Infosys®, Inc., a global leader in technology services and consulting. The analysis was limited to small, short-lived Information Technology (IT) virtual teams of four to six members. Survey responses were received from 273 managers and 195 virtual team members. The results found support for institutional trust in the process, established through the team members’ favorable perception of their project’s online processes, as having a significant effect on supporting both individual trust among the team members, as well as ensuring project success. The paper concludes with potential costs and benefits to multi-national companies in their management and training of virtual teams. Finally, I provide suggestions for further research into the elimination of trust building exercises for short-lived virtual teams, as well as implications of these results for academicians and practitioners. Key words: trust, trustworthiness, reliance, process knowledge, multi-national Companies (MNCs), global virtual teams, computer-mediated environments
Temple University--Theses

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Jönsson, Jessica. „To lead from a distance : Virtual Leadership“. Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Informatik, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-35027.

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In a world that is getting more and more globalized and dependent of the progress within the sphere of technology, there is a need for organizations to keep up with this development. Virtual Teams are a developing area, where there is a strive and a consistent desire to evolve and reach a higher level of efficiency. There is also a development when it comes to communication and is a consequence of a world that is increasingly globalized, and creating global competition is facilitated by a wider use of information and communication technology This leads to higher demands on the Virtual Leader in order to make sure that the team reaches its full potential, and being able to tackle the challenges that comes with leading an in a Virtual Environment. Since it is a subject that is still going through a phase of evolution, there is a knowledge gap in both a theoretical and practical view. The creation of Virtual Teams and the Virtual Leader encounters several aggravating challenges compared to traditionally collocated teams. There is a need for a clear definition of a Virtual Leader as well how to handle upcoming challenges. This study suggests a suitable definition for a Virtual Leader, where the result was drawn from a literature review and qualitative data from ten different companies and twenty respondents. A connection is drawn to the Fundamental Interpersonal Relations Orientation model (FIRO) made by Will Schutz in 1958. The main objectives of a leader are still the same, it is rather the context that has changed, and therefore an expansion of the model is presented. This reinforces the purpose of this study which is to investigate how a Virtual Leader can overcome the aforementioned challenges and ensure that everyone in the team are heading in the same direction.

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Ferreira, André Machado Dias. „Fatores críticos de sucesso na gestão de projetos com equipes virtuais: uma visão global“. Universidade de São Paulo, 2014. http://www.teses.usp.br/teses/disponiveis/3/3136/tde-04012016-165347/.

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Gestão de projetos com equipes virtuais é um tema relevante no meio acadêmico e na prática das empresas e neste contexto, o estudo dos fatores críticos de sucesso neste tipo de atividade possui grande importância. Este trabalho teve por objetivo identificar os fatores críticos de sucesso na gestão de projetos com equipes virtuais e verificar como cada um destes influencia no sucesso de projetos com equipes virtuais. Para tanto, identificou-se na literatura pertinente um conjunto de sete fatores críticos de sucesso com seus respectivos atributos. Usando-se de survey, foram coletados dados em duas pesquisas Primeiramente, um piloto que teve por objetivo coletar a percepção de gerentes de projetos sobre o nível de importância de cada um dos sete fatores críticos de sucesso identificados na literatura. Este piloto permitiu que um entendimento inicial fosse obtido de forma a se desenhar a pesquisa final. Em seguida, na pesquisa final, coletaram-se dados de projetos em nível mundial os classificando em América Latina, Ásia e Oceania, Estados Unidos e Canadá e Europa. Verificou-se a presença de cada fator crítico de sucesso frente ao sucesso percebido em cada projeto, avaliado conforme o modelo de SHENHAR e DVIR (2007). Usando-se de análise fatorial, determinou-se um conjunto de atributos para os fatores críticos de sucesso avaliados que foram comparados com o sucesso percebido em cada projeto através de análise de correlação de Pearson. Adicionalmente, fez-se uso de um conjunto de variáveis de controle para verificar se estas influenciavam na correlação entre os fatores críticos de sucesso e as dimensões de sucesso, de modo a dar solidez para os achados da pesquisa. O estudo concluiu que oito são os fatores críticos de sucesso em projetos que usam equipes virtuais, com a seguinte escala de importância, do mais para o menos importante: 1) liderança; 2) comportamento do membro da equipe; 3) padrão de comunicação da equipe; 4) confiança; 5) comunicação do membro da equipe; 6) ferramentas de controle; 7) gestão do conhecimento e; 8) organização e estrutura. Cada fator crítico de sucesso possui um conjunto de atributos e influencia de forma distinta em cada dimensão de sucesso de SHENHAR e DVIR (2007). Finalmente, são descritas as limitações do trabalho e recomendações de pesquisas futuras.
Project management using virtual teams is a theme of great relevance at this moment in the academy and for project management professionals. In this theme, the study of critical success factors is of great importance. This work had the objective of identify the critical success factors for managing virtual teams and verified how each of these critical success factors causes influence to the success of projects using virtual teams. For that, this work identified a group of seven critical success factors and their respective attributes in the literature. Using survey, collected data in two researches, a pilot research that had the objective of getting project managers perception on the level of importance of each of these seven critical success factors identified in the literature. This pilot research allowed an initial understanding so the final research could be drawn. In the final research, a world wide data was collected being classified as Latin America, Asia and Oceania, United States and Canada and Europe. It was verified the presence of each critical success factor against the perceived success of the project measured using the model from SHENHAR e DVIR (2007). Using factor analysis it was determined a set of attributes for each critical success factor comparing them to the perceived success of the project using Pearsons correlation analysis. In addition, a set of control variables was used to verify if these cased any type of influence to the correlation measured between the critical success factors and the success dimensions, in order to consolidate the findings of this research. The study concluded the existence of eight critical success factors in projects using virtual teams, in the following scale of importance, from the most to the less important: 1) leadership; 2) team member behavior; 3) team communication pattern; 4) trust; 5) team member communication; 6) control tools; 7) knowledge management and; 8) organization and structure. Each critical success factor has its own set of attributes and has a different influence in each success dimension from SHENHAR e DVIR (2007). Finally, it describes the limitations of the study and recommendations for future researches.

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Duranti, Cleber Marchetti. „Influência de fatores culturais na comunicação em projetos virtuais globais: estudo de caso de uma empresa de tecnologia da informação“. Universidade de São Paulo, 2008. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-07102008-152418/.

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A gestão de equipes virtuais de projetos globais passa pelas áreas de conhecimento da gestão de projetos tradicional e, por outro lado, demanda maior atenção em alguns aspectos, como a comunicação, Em equipes virtuais, o processo de comunicação torna-se bastante crítico, à medida que alguns dos recursos tradicionais de comunicação em projetos (reuniões face-aface, comunicação não-verbal, visualização do trabalho in loco, dentre outros) passam a ser limitados e substituídos por outros baseados em tecnologia (teleconferências, e-mails, chats, etc.), Além disso, é freqüente que em projetos globais a composição das equipes não seja homogênea e contemple membros provenientes de diferentes culturas. Esse trabalho estuda o processo de comunicação como uma variável crítica de sucesso em equipes virtuais de projetos globais, analisando como esse processo é afetado por diferenças culturais entre os membros das equipes. Um survey sobre percepção de ferramentas de comunicação virtual e suas características é respondido por um grupo de americanos e um grupo de brasileiros e as diferenças encontradas são analisado à luz das diferenças de cultura nacional. Constata-se através dos resultados do survey que diferenças significativas estão presentes na percepção que os dois grupos apresentam quanto às ferramentas de comunicação virtual, de forma coerente com seus traços culturais.
The management of global projects\' virtual teams comprehends the knowledge areas of the traditional project management but, on the other hand, demands closer attention to some aspects like communication. In virtual teams, the communication process becomes even more critical as some of the traditional resources of communication in projects such as face-theface meetings , non-verbal communication, visualization of the work in place and others, become limited and need to be replaced by other methods based on technology (teleconference, e-mail, chat, etc.), Moreover, it is frequent that in global projects the composition of the teams is not homogeneous and encompasses members from different cultures. This research studies the communication process as a critical success factor in global projects virtual teams, analyzing how this process is affected by cultural differences between the members of the teams. One survey about the perception of virtual communication tools and its characteristics is answered by a group of Americans and a group of Brazilians and the differences found are analyzed from the point of view of differences in the national cultures. From the surveys results it can be seen that there are significant differences between the perceptions of the groups about the virtual communication tools, according to

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Barhite, Brittany Lynn Barhite. „The Effects of Virtual Leadership Communication on Employee Engagement“. Bowling Green State University / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1496918415648354.

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Bulgurcu, Burcu. „Success Factors Of Software Development In A Distributed Setting: A Collective Case Study“. Master's thesis, METU, 2006. http://etd.lib.metu.edu.tr/upload/12607370/index.pdf.

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This study represents an attempt to address and discuss some of the most significant questions in the research on virtual software development work today. The research is held as a collective case study, including three cases with distinctive characteristics in both the software projects investigated and the types of collaborations. The study aims to reveal the success factors in virtual work, especially on the issues of communication, coordination and collaboration, by presenting the unfavorable experiences and major issues encountered in each case, as well as the favorable ones and lessons learned at the end of the development processes. The collective research focuses on both the global and non-global contexts. As a result, it points out the distinctive and opposite findings of the cases, and proposes discussions of those findings according to the properties of the development settings.

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Růžičková, Uttendorfská Hana. „Řízení programů v globálních organizacích“. Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-201793.

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This diploma thesis deals with the topic of program management in global organizations. The main objective is to create a basic overview of information about the program management in global organizations. The work deals with introduction to the program management, specifics of global organizations, and critical areas of program management in the global organisations and describes particular case of program management in the concrete global organisation. The work provides general recommendations for program management in global organizations.

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Eriksson, Mary-Ann, und Erik Sandgren. „Kommunikationsstilar och kulturell intelligens i globala virtuella team : en kvalitativ studie om effektiv kommunikation“. Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-448936.

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Syftet med den här uppsatsen är att få en bättre förståelse för hur olika kommunikationsstilarkommer till uttryck i en kontext av globala virtuella team (GVT), genom att undersöka vad deinnebär för teamets effektiva kommunikation. Därutöver undersöks även vilken roll kulturellintelligens (CQ) spelar i sammanhanget. För att granska ämnet har en kvalitativ metodbestående av semistrukturerade intervjuer och Critical Incident Technique använts.Intervjuerna inkluderade medlemmar tillhörande ett GVT från SSAB, såväl som enskildaindivider som arbetar i GVT i andra företag. Resultatet visar att olika kommunikationsstilarinom ett GVT kan leda till missförstånd och därmed hindra den effektiva kommunikationen.Resultatet visar också att CQ kan hjälpa till att minska missförstånd i GVT.
The purpose of this study is to gain a deeper understanding of how different communicationstyles manifest in the context of global virtual teams (GVT), which is done by looking atwhat they entail for the teams effective communication. In addition to this, the role of culturalintelligence (CQ) in the context is also being explored. To examine this topic, this studyapplied a qualitative method consisting of semi-structured interviews and Critical IncidentTechnique. The interviews conducted included the members of a GVT from the companySSAB, as well as unrelated employees working in GVTs from other companies. The resultsdemonstrate that different communication styles in GVTs can lead to misunderstandings andtherefore hinder effective communication. The results also show that CQ can help reducemisunderstandings in GVTs.

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Weinberg, Manfred. „Times virtuais globais em multinacionais de países em desenvolvimento : um estudo de caso no Brasil“. Universidade do Vale do Rio dos Sinos, 2018. http://www.repositorio.jesuita.org.br/handle/UNISINOS/7334.

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Submitted by JOSIANE SANTOS DE OLIVEIRA (josianeso) on 2018-10-08T15:50:28Z No. of bitstreams: 1 Manfred Weinberg_.pdf: 1835574 bytes, checksum: 46b2cf436002a018205b8d7e607c8d19 (MD5)
Made available in DSpace on 2018-10-08T15:50:28Z (GMT). No. of bitstreams: 1 Manfred Weinberg_.pdf: 1835574 bytes, checksum: 46b2cf436002a018205b8d7e607c8d19 (MD5) Previous issue date: 2018-07-27
Nenhuma
Os Times Virtuais Globais têm características específicas em relação às equipes presenciais, e a dinâmica de trabalho e relações interpessoais são mais complexas em um time virtual, sendo necessário gerenciar de forma diferente. Em grande parte, isso ocorre pelo fato de os componentes de um time virtual global terem impactos com a tecnologia de comunicação (não é face to face) e muita interação eletrônica como meio de integração. Aliado a isso, existem barreiras no processo de trabalho, como diferenças culturais, fuso horário e idioma, que aumentam muito os desafios em relação às equipes presenciais. A presente dissertação buscou investigar e analisar os fatores-chave na gestão de um time virtual global sob o prisma de uma multinacional de um país em desenvolvimento. O método utilizado foi o estudo de caso único, por se tratar de um caso contemporâneo e pela acessibilidade dos dados, quando o pesquisador tem acesso limitado a outras fontes (GIL, 2002). Para análise de dados, foi utilizada a triangulação das informações e a técnica de conteúdo. Os resultados evidenciam fatores-chave para boa gestão dos times virtuais, corroborando com outras pesquisas sobre o tema. No entanto, este estudo permitiu observar peculiaridades, como fatores específicos em um país em desenvolvimento que não foram verificados na literatura.
Global virtual teams have specific characteristics in relation to face-to-face teams and the work dynamics and interpersonal relationships are more complex in a virtual team, and it is necessary to manage differently. This is largely due to the fact that the global virtual team components have communication technology impacts (not face to face) and a lot of electronic interaction as integration possibility. In addition, there are barriers in the work process such as: cultural differences; time zone; language, which considerably increases the challenges in relation to face-to-face teams. The present dissertation looked for to investigate and analyze the key factors in a global virtual team management under the multinational in a developing country focus. The method used was the single case study, because it was contemporary with limited data accessibility, when the researcher has limited access to other sources (GIL, 2002). For data analysis was used the triangulation data and content technique. The result shows key factors for virtual team’s good management, corroborating with other research on this subject. However, this study allowed us to observe peculiarities such as specific factors in a developing country multinational that were not verified in the literature.

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Crisp, Charles Bradley. „Control enactment in global virtual teams“. Thesis, 2003. http://hdl.handle.net/2152/526.

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Crisp, Charles Bradley Jarvenpaa S. L. „Control enactment in global virtual teams“. 2003. http://wwwlib.umi.com/cr/utexas/fullcit?p3119661.

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Palacios, Vanessa Michelle. „Managing performance barriers in virtual teams“. Thesis, 2010. http://hdl.handle.net/2152/ETD-UT-2010-12-2089.

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Technological developments and the modern economy have changed the way teams operate. Most professionals today are mobile and equipped with everything they need to work from anywhere at any time, including blackberries, laptop computers, email, video conferencing and other personal productivity devices. Doing work this way, allows for a wide range of benefits such as flexibility, diversity and an increase in productivity. However, these virtual teams require specific conditions to help them reach their full potential. This paper will identify the four major characteristics of virtual teams (geographic dispersion, electronic dependence, dynamic structure and national diversity) and use a model of virtual team effectiveness to examine the three team processes (transactive memory, work engagement and collective efficacy) that are most strongly affected by these characteristics. It will further suggest ways in which leadership can help to overcome these process losses through the establishment of trust, psychological safety and conflict management.
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Ananthakrishnan, Malathi. „Project management with global virtual teams : challenges and framework“. Thesis, 2011. http://hdl.handle.net/2152/ETD-UT-2011-12-4518.

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Globalization, global competitive market forces and technological progress have made Geographically Distributed Development (GDD) possible and a necessity for most companies in the world. The software industry has consistently been at the forefront of exploring and implementing this business model. This thesis studies the key drivers of GDD, identifies the major challenges which global virtual teams face and existing frameworks for successful global virtual teams. A case study is used to validate the challenges and concerns of managing a global virtual team and a framework is proposed to help overcome the challenges and enable successful global software development.
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Shachaf, Pnina, und Noriko Hara. „Behavioural complexity theory of media selection: A proposed theory for global virtual teams“. 2007. http://hdl.handle.net/10150/106462.

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This study proposes a behavioural complexity theory for media selection in global virtual teams. This theory captures multiple contingencies into one holistic approach to media selection. Unlike existing linear and mechanistic theories of media selection, this heuristic theory moves away from the universal models that were previously proposed. The behavioural complexity theory assumes ambiguity and complexity of the media selection process in a nonlinear, organic, and holistic way. Behavioural complexity theory of media selection emphasizes the role of media repertoire, the ability of individuals to differentiate situations according to multiple contingencies, and their flexibility to effectively use multiple media in any particular situation. This theory is examined in a context of exploratory case study of global virtual teamsâ media selection in one of the leading fortune 500 corporations.

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Dissertationen zum Thema „Global virtual teams (GVT)“

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