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Journal articles on the topic 'Global virtual teams (GVT)'

Author: Grafiati

Published: 24 June 2021

Last updated: 1 February 2022

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1

Zwerg-Villegas, Anne Marie, and Jaime Humberto Martínez-Díaz. "Experiential Learning with Global Virtual Teams: Developing Intercultural and Virtual Competencies." Magis. Revista Internacional de Investigación en Educación 9, no. 18 (December 15, 2016): 129. http://dx.doi.org/10.11144/javeriana.m9-18.elgv.

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<p>Este estudio evalúa el impacto del Equipo Global Virtual (GVT) cuyo enfoque es el aprendizaje experimental dentro de la educación de negocios. Durante el primer semestre de 2014, 2.494 estudiantes universitarios de negocios (provenientes de 37 países de todos los continentes habitados) participaron en el proyecto llamado X-Cultura. Encuestas posteriores a los proyectos aplicadas a un grupo de participantes, así como a un grupo de control de estudiantes colombianos, revelan el aprendizaje significativo obtenido en términos de dificultades percibidas, relacionadas con las diferencias culturales y la coordinación de equipos virtuales. Este estudio aporta evidencia sobre la utilidad de los enfoques basados en GVT y facilita una mejor comprensión de los desafíos y las oportunidades de aprendizaje en el uso de este tipo de actividad de aprendizaje experiencial.</p>

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Klitmøller, Anders, Susan Carol Schneider, and Karsten Jonsen. "Speaking of global virtual teams: language differences, social categorization and media choice." Personnel Review 44, no. 2 (March 2, 2015): 270–85. http://dx.doi.org/10.1108/pr-11-2013-0205.

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Purpose – The purpose of this paper is to explore the interrelation between language differences, media choice and social categorization in global virtual teams (GVTs). Design/methodology/approach – An ethnographic field work was conducted in a Finnish multinational corporation (MNC). The study included interviews, observations, and language proficiency assessment of 27 GVT members located in five European countries. Findings – In GVTs, the combination of language proficiency differences and verbal media (e.g. telephone) tends to lead to social categorization, while a similar effect was not found when GVT members chose written media (e.g. e-mail). Research limitations/implications – The qualitative study only consisted of GVTs from one MNC, and thus the empirical findings might not be generalizable to other MNCs. Therefore, quantitative studies that can add to the robustness of the exploratory findings could be a worthwhile endeavour. Practical implications – Language training should be provided to GVT members, and virtual policies should be implemented to ensure the use of written media in GVTs characterized by language proficiency differences. Originality/value – Although it is well established in the literature that language differences are detrimental to co-located team effectiveness no study has explored how the relationship between variation in language proficiency and media choice affects social categorization in GVTs.

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Velez-Calle, Andres, Misha Mariam, Maria Alejandra Gonzalez-Perez, Alfredo Jimenez, Julia Eisenberg, and Sandra Milena Santamaria-Alvarez. "When technological savviness overcomes cultural differences: millennials in global virtual teams." critical perspectives on international business 16, no. 3 (February 27, 2020): 279–303. http://dx.doi.org/10.1108/cpoib-01-2018-0012.

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

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Wei, Lee Heng, Ramayah Thurasamy, and Simona Popa. "Managing virtual teams for open innovation in Global Business Services industry." Management Decision 56, no. 6 (June 11, 2018): 1285–305. http://dx.doi.org/10.1108/md-08-2017-0766.

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

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Batarseh, Fadi S., John M. Usher, and Joshua J. Daspit. "Absorptive capacity in virtual teams: examining the influence on diversity and innovation." Journal of Knowledge Management 21, no. 6 (October 9, 2017): 1342–61. http://dx.doi.org/10.1108/jkm-06-2016-0221.

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Purpose The purpose of the study is to empirically extend and validate a measure of absorptive capacity (ACAP) and examine its role in leveraging the benefits of diversity on innovation within global virtual teams (GVTs). This study validates a multidimensional measure of ACAP for use within the GVT. GVTs are increasingly utilized in industry given their ability to bring together diverse knowledge and experience from geographically dispersed individuals. Design/methodology/approach The hypotheses of this research were tested using a field survey to collect real world knowledge about GVTs. The survey method is a research technique in which data is collected from a sample of individuals using a questionnaire. Findings Using a sample of GVT members, the authors find that ACAP significantly mediates the relationships between diversity (deep-level diversity, functional-level) and innovation. Practical implications The implications for the study of GVTs is discussed and recommendations are offered. GVTs, as investigated in this study, include members that use electronic media for some or all of their interactions and collaboration with other team members. Originality/value This study validates and operationalizes the multi-dimensional ACAP construct at the GVT level: its relationship with diversity and its influence on GVT innovation.

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Arora, Anshu Saxena, Amit Arora, and Vas Taras. "The moderating role of culture in social media-based spatial imagery, consumer xenocentrism, and word-of-mouth for global virtual teams." International Journal of Cross Cultural Management 19, no. 2 (June 20, 2019): 160–93. http://dx.doi.org/10.1177/1470595819856379.

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This study investigates how culture moderates the interrelationships among social spatial imagery (SSI), consumer xenocentrism (C-XEN), electronic word-of-mouth (eWoM), and overall project performance for global virtual teams (GVTs) in social media networked environments. In a sample of 1240 participants from developed economies (the United States and Italy) versus 1176 from emerging economies (China, India, Colombia, Brazil, and Malaysia), partial least squares structural equation modeling and multigroup analyses were conducted to examine the above social media-based interrelationships. The results indicate that low power distance (PD), individualist, and masculine cultures exert strong and positive relationships between C-XEN and negative eWoM; while high PD, collectivist, and less masculine (or feminine) cultures strengthen positive relationships between xenocentrism and positive eWoM. Further, negative eWoM aids project success for GVTs, while positive eWoM has no impact on project performance for developed and emerging economies. Theoretical and managerial implications for understanding cross-cultural aspects of SSI, C-XEN, eWoM, and GVT project performance in online social networks are discussed.

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García Guzmán, Javier, Javier Saldaña Ramos, Antonio Amescua Seco, and Ana Sanz Esteban. "How to get mature global virtual teams: a framework to improve team process management in distributed software teams." Software Quality Journal 18, no. 4 (April 3, 2010): 409–35. http://dx.doi.org/10.1007/s11219-010-9096-5.

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8

Anderson, Anne, and Shobha Ramalingam. "A socio-technical intervention in BIM projects – an experimental study in global virtual teams." Journal of Information Technology in Construction 26 (July 26, 2021): 489–504. http://dx.doi.org/10.36680/j.itcon.2021.026.

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

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Baba, Marietta. "The Globally Distributed Team: Learning to Work in a New Way, for Corporations and Anthropologists Alike." Practicing Anthropology 23, no. 4 (September 1, 2001): 2–8. http://dx.doi.org/10.17730/praa.23.4.6756m4314h877474.

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An emerging organizational form for structuring work on a global scale is the globally-distributed team (or GDT). A globally-distributed team is a work group whose members represent and are based in two or more nations or regions, yet must work interdependently to achieve a common purpose related to the firm's global strategy. Members of GDTs also must rely on technology-supported communication more than face-to-face interaction. Typically, a global core team has between three and thirty members, while the extended or full team may have many more participants (possibly hundreds). A globally distributed team is both non-collocated (meaning that its work is virtual), and multi-cultural (meaning that it must integrate the complexity of diverse national cultures) and often multifunctional as well. Such teams are compelled to utilize information technologies to communicate and coordinate activity, yet these same technologies often are challenged by the multiple cultural boundaries that they are supposed to bridge.

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Háhn, Judit. "“I felt a bit nervous”." Apples - Journal of Applied Language Studies 15, no. 1 (July 15, 2021): 59–80. http://dx.doi.org/10.47862/apples.99891.

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

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Dubé, Line, and Guy Paré. "Global Virtual Teams." Communications of the ACM 44, no. 12 (December 2001): 71–73. http://dx.doi.org/10.1145/501317.501349.

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Brake, Terence. "Leading global virtual teams." Industrial and Commercial Training 38, no. 3 (April 2006): 116–21. http://dx.doi.org/10.1108/00197850610659364.

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CORDERY, JOHN, CHRISTINE SOO, BRADLEY KIRKMAN, BENSON ROSEN, and JOHN MATHIEU. "Leading Parallel Global Virtual Teams:." Organizational Dynamics 38, no. 3 (July 2009): 204–16. http://dx.doi.org/10.1016/j.orgdyn.2009.04.002.

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Kelley, Elizabeth. "Keys to Effective Virtual Global Teams." Academy of Management Perspectives 15, no. 2 (May 2001): 132–33. http://dx.doi.org/10.5465/ame.2001.4615036.

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Zander, Lena, Peter Zettinig, and Kristiina Mäkelä. "Leading global virtual teams to success." Organizational Dynamics 42, no. 3 (July 2013): 228–37. http://dx.doi.org/10.1016/j.orgdyn.2013.06.008.

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Davison, Robert M., Niki Panteli, Andrew M. Hardin, and Mark A. Fuller. "Establishing Effective Global Virtual Student Teams." IEEE Transactions on Professional Communication 60, no. 3 (September 2017): 317–29. http://dx.doi.org/10.1109/tpc.2017.2702038.

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Kayworth, Timothy R., and Dorothy E. Leidner. "Leadership Effectiveness in Global Virtual Teams." Journal of Management Information Systems 18, no. 3 (January 2002): 7–40. http://dx.doi.org/10.1080/07421222.2002.11045697.

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Crisp, C. Brad, and Sirkka L. Jarvenpaa. "Swift Trust in Global Virtual Teams." Journal of Personnel Psychology 12, no. 1 (January 2013): 45–56. http://dx.doi.org/10.1027/1866-5888/a000075.

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Ad hoc global virtual teams are associated with swift trust – a unique form of trust in temporary systems. Cognitive components of swift trust render it fragile and in need of reinforcement and calibration by actions. Action components of swift trust are undertheorized as are the links to team performance. We elaborate on the normative action processes of swift trust and their relationship to performance, and then report results from a longitudinal quasi-experimental study of 68 temporary virtual teams with no face-to-face interaction. Results provide support for our theory about how the normative action processes involve setting and monitoring performance norms that are supported by early trusting beliefs and that increase late trusting beliefs and consequently team performance in virtual teams.

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Harvey, Michael, Milorad M. Novicevic, and Gary Garrison. "Challenges to staffing global virtual teams." Human Resource Management Review 14, no. 3 (September 2004): 275–94. http://dx.doi.org/10.1016/j.hrmr.2004.06.005.

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Peng, Yong, Long Qin, and Quanjun Yin. "A Scalable GVT Estimation Algorithm for PDES: Using Lower Bound of Event-Bulk-Time." Mathematical Problems in Engineering 2015 (2015): 1–15. http://dx.doi.org/10.1155/2015/680283.

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Global Virtual Time computation of Parallel Discrete Event Simulation is crucial for conducting fossil collection and detecting the termination of simulation. The triggering condition of GVT computation in typical approaches is generally based on the wall-clock time or logical time intervals. However, the GVT value depends on the timestamps of events rather than the wall-clock time or logical time intervals. Therefore, it is difficult for the existing approaches to select appropriate time intervals to compute the GVT value. In this study, we propose a scalable GVT estimation algorithm based on Lower Bound of Event-Bulk-Time, which triggers the computation of the GVT value according to the number of processed events. In order to calculate the number of transient messages, our algorithm employs Event-Bulk to record the messages sent and received by Logical Processes. To eliminate the performance bottleneck, we adopt an overlapping computation approach to distribute the workload of GVT computation to all worker-threads. We compare our algorithm with the fast asynchronous GVT algorithm using PHOLD benchmark on the shared memory machine. Experimental results indicate that our algorithm has a light overhead and shows higher speedup and accuracy of GVT computation than the fast asynchronous GVT algorithm.

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Derven, Marjorie. "Four drivers to enhance global virtual teams." Industrial and Commercial Training 48, no. 1 (January 4, 2016): 1–8. http://dx.doi.org/10.1108/ict-08-2015-0056.

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Purpose – The purpose of this paper is to provide a framework that can be used to enhance the effectiveness of global teams. Design/methodology/approach – The objectives of this paper are to provide a practical, concise framework for organizations that are using or considering global virtual teams. Based on extensive consulting research and literature review, the paper describes how global virtual teams can use Diversity & Inclusion, structure and processes to promote desired outcomes. Findings – With globalization and skill shortages, global virtual teams are required to meet critical organizational objectives. Often these teams fall short of their promise, due to the complexity and lack trust and formal processes. This paper presents a framework to address these challenges. Practical implications – Global virtual teams can use the proposed framework presented in this paper to promote high performance in both results and relationships. Originality/value – This paper presents an original framework for optimal global team functioning.

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Patil, Samit. "Learning in Global Virtual Teams: A Practitioner’s View." NHRD Network Journal 13, no. 2 (April 2020): 170–77. http://dx.doi.org/10.1177/2631454120930526.

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Several advances in technologies have enabled teams to work outside of the conventional physical workspace. Widespread changes in the nature of work due to the technologies have enabled productivity between teams that are dispersed and contributing to an emerging digital economy. At the same time, it is hard to ignore the sociological and human resource impact of such teams, and the conditions that they are subjected to in the form of digitally-enabled teams, or as this article articulates, global virtual teams (GVTs). Taking an observer’s view this article explores the process of learning and knowledge transfer in GVTs and proposes a framework for minimising stress and maximising outcomes from virtual teams.

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Panteli, Niki, and Robert Tucker. "Power and trust in global virtual teams." Communications of the ACM 52, no. 12 (December 2009): 113–15. http://dx.doi.org/10.1145/1610252.1610282.

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Jarvenpaa, Sirkka L., and Dorothy E. Leidner. "Communication and Trust in Global Virtual Teams." Journal of Computer-Mediated Communication 3, no. 4 (June 23, 2006): 0. http://dx.doi.org/10.1111/j.1083-6101.1998.tb00080.x.

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Jarvenpaa, Sirkka L., and Dorothy E. Leidner. "Communication and Trust in Global Virtual Teams." Organization Science 10, no. 6 (December 1999): 791–815. http://dx.doi.org/10.1287/orsc.10.6.791.

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Parssian, Amir. "Managing free‐ride in global virtual teams." Journal of Systems and Information Technology 12, no. 4 (November 16, 2010): 248–62. http://dx.doi.org/10.1108/13287261011095789.

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Kankanhalli, Atreyi, Bernard C. Y. Tan, and Kwok-Kee Wei. "Conflict and Performance in Global Virtual Teams." Journal of Management Information Systems 23, no. 3 (December 2006): 237–74. http://dx.doi.org/10.2753/mis0742-1222230309.

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Daim, Tugrul U., Anita Ha, Shawn Reutiman, Brennan Hughes, Ujjal Pathak, Wayne Bynum, and Ashok Bhatl. "Exploring the communication breakdown in global virtual teams." IEEE Engineering Management Review 45, no. 1 (2017): 69–84. http://dx.doi.org/10.1109/emr.2017.7888806.

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Hosseini, M. Reza, Nicholas Chileshe, Jian Zuo, and Bassam Baroudi. "Adopting global virtual engineering teams in AEC Projects." Construction Innovation 15, no. 2 (April 7, 2015): 151–79. http://dx.doi.org/10.1108/ci-12-2013-0058.

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Purpose – This study aims to present an integrated conceptual model in order to highlight the major aspects of diffusion of innovations in the architecture, engineering and construction (AEC) context. To this end, a critical review of literature is conducted, accompanied by synthesising the findings of previous studies. The driving force behind this study is stemmed from the fragmentation of literature on innovation diffusion, and paucity of research on diffusion of Global Virtual Engineering Teams (GVETs) as the platform for many technological innovations in relevant literature. Thus, the present study is intended to facilitate filling the gap in GVETs literature. That is, the proposed model will offer a foundation for academia for grounding studies on any innovation including GVETs in the literature on innovation diffusion in the AEC context. Design/methodology/approach – This paper draws upon the qualitative meta-analysis approach encompassing a critical review of the relevant literature. To this end, the review builds upon studies found within 15 prestigious journals in AEC. The domain of this review was confined to areas described as “innovation”, “innovation diffusion” and “innovation adoption”, along with keywords used within a broad review of recently published GVETs literature. The rigour of review is augmented by incorporating 35 authoritative works from other disciplines published in 21 well-known journals in the manufacturing, business and management fields. Moreover, the study deploys the peer-debriefing approach through conducting unstructured interviews with five Australian scholars to verify a model presenting an aggregated summary of previous studies. Findings – The key findings of the study include the following items: synthesising the fragmented studies on innovation diffusion in the AEC context. In doing so, a model capturing the major aspects affecting diffusion of an innovation in AEC projects is presented; providing a foundation to address the drawbacks of previous studies within the sphere of GVETs, based on the developed model. Research limitations/implications – The developed model was only enhanced using a small sample size of academics, as such not empirically validated. Originality/value – As possibly, the first literature review of innovation in the AEC context, this paper contributes to the sphere by sensitising the AEC body of knowledge on innovation diffusion as a concise conceptual model, albeit verified through the peer-debriefing approach. This study will also further establish the research field in AEC on GVETs along with other methods reliant on virtual working such as building information modelling (BIM) through providing an expanded foundation for future inquiries and creation of knowledge.

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Lippert, Helge, and Victor Dulewicz. "A profile of high-performing global virtual teams." Team Performance Management: An International Journal 24, no. 3/4 (June 11, 2018): 169–85. http://dx.doi.org/10.1108/tpm-09-2016-0040.

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PurposeThere is a paucity of research into high-performing virtual teams. This study aims to design and test a model of virtual team performance and to produce a profile of high-performing teams.Design/methodology/approachThe main constructs found to have influenced virtual team performance in business were trustworthiness, commitment, communication characteristics, cross-cultural communication style and structure effects. New or revised scales to measure these and a new performance measure, based on five performance criteria, were developed. A research model was designed and tested, and a profile of high-performance teams produced. The sample from a global telecoms company comprised 108 global virtual teams. Two senior managers rated performance independently.FindingsHierarchical regression results explained 75.7 per cent of the variance of performance. Analysis of variance revealed that model fit was highly statistically significant. Trustworthiness was identified as the predominant factor, explaining a majority of the dependent variable’s variance, while interpersonal communication, commitment and cross-cultural communication style were also identified as important. The 52 items differentiating high- and low-performing teams are reported and discussed.Originality/valueThe research model makes a contribution to team performance theory and understanding, especially the relative importance of constructs for explaining performance. The profile of high-performing teams adds greatly to our knowledge and provides valuable guidance for team management, selection and development.

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Killingsworth, Brenda, Yajiong Xue, and Yongjun Liu. "Factors influencing knowledge sharing among global virtual teams." Team Performance Management 22, no. 5/6 (August 8, 2016): 284–300. http://dx.doi.org/10.1108/tpm-10-2015-0042.

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Purpose This paper aims to examine interrelations of the team environment factors of trust and affiliation and the motivation factors of perceived reciprocal benefits and importance of enjoyment to determine how they influence knowledge sharing within loose-linked global virtual teams. Design/methodology/approach The study involved 115 business students from three large universities located in the USA, China and Peru being assigned to global virtual teams of between three and four members in one phase and between four and seven members in a second phase. Students were required to work in virtual teams using telecommunication tools to complete assigned cases. Findings Trust, reciprocal benefits and enjoyment are significantly related to positive attitude toward knowledge sharing. Positive attitude, enjoyment, age, nationality and computer experience are positively related to knowledge sharing behavior. Affiliation is not found to significantly affect positive knowledge sharing attitude. Gender is not related to knowledge sharing behavior. Practical implications Understanding how trust, affiliation and motivation influence positive attitude and knowledge sharing behavior can assist managers in developing intervention strategies that improve team environments to support knowledge sharing behavior. Originality/value This paper contributes to the advancement of theory by extending the current knowledge sharing research to virtual team environments with diverse cultural backgrounds and by considering both extrinsic and intrinsic motivation factors, including the importance of enjoyment in loose-linked environments of global virtual teams.

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Harvey, Michael, Milorad M. Novicevic, and Garry Garrison. "Global virtual teams: a human resource capital architecture." International Journal of Human Resource Management 16, no. 9 (September 2005): 1583–99. http://dx.doi.org/10.1080/09585190500239119.

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Daim, Tugrul U., Anita Ha, Shawn Reutiman, Brennan Hughes, Ujjal Pathak, Wayne Bynum, and Ashok Bhatla. "Exploring the communication breakdown in global virtual teams." International Journal of Project Management 30, no. 2 (February 2012): 199–212. http://dx.doi.org/10.1016/j.ijproman.2011.06.004.

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Saeedi, Kawther, and Anna Visvizi. "Software Development Methodologies, HEIs, and the Digital Economy." Education Sciences 11, no. 2 (February 13, 2021): 73. http://dx.doi.org/10.3390/educsci11020073.

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Progressing digitalization of business, economy, and the society places higher education institutions (HEIs) in the center of the debate on how to effectively respond to challenges and opportunities that are thus triggered. Several facets of this process and corresponding challenges exist, including the complex question of how to match students’ skills and competencies with the demands and expectations of the industry. From a different angle, considering the changing nature of work, HEIs are responsible for equipping future employees with skills necessary to work in virtual, distributed, culturally diverse, and frequently global, teams. In the domain of software development, i.e., the backbone of the digital world, the challenge HEIs need to face is paramount. For this reason, the way software development is taught at HEIs is crucial for the industry, for the economy, for the students, and for the HEIs. As there is a tendency in the industry to embrace the scrum method and seek employees equipped with skills necessary for the scrum methodology use, it is necessary to ensure that HEIs offer the students the opportunity to get exposed to scrum. By querying the challenges of switching to agile software development methodologies in senior capstone projects, this paper makes a case that software development and software development methodology form the thrust of a multi-stakeholder ecosystem that defines today’s digital economy and society. In this context, the added value of this paper rests in the elaboration of a method enabling HEIs to move toward scrum in senior projects.

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Thuong, Nguyen Uyen. "VIRTUAL TEAMS IN THE DIGITAL AGE." Hue University Journal of Science: Economics and Development 128, no. 5C (March 25, 2019): 67. http://dx.doi.org/10.26459/hueuni-jed.v128i5c.5121.

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<p><strong>Abstract:</strong> The world, nowadays, is closer and closer thanks to information communication technology (ICT). Actually, virtual teams are considered as a great way to connect people and bring advantages to organizations. From the existing literature, it is expected to extend knowledge about two big issues: the global virtual teams and ICT, as well as their benefits and drawbacks. For doing so, many academic and scientific journals are used for the purposes of summarizing and synthesizing. This study is secondary research combining some practices to explore the issue. On the one hand, virtual teams enable to cooperate with members from different geography and time zones. On the other hand, organizations have to deal with many challenges when applying them. Two typical examples of a reputable global brand and the success of a national company are presented to explain this issue, including IBM Company in the USA and FPT Group in Vietnam. By identifying the pros and cons, organizations can suggest suitable solutions to manage and establish their teams in a better way.</p><p><strong>Keywords</strong>: information communication technology, virtual teams, virtual working, team management, multinational teams</p>

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Lohikoski, Päivi, Jaakko Kujala, Harri Haapasalo, Kirsi Aaltonen, and Leena Ala-Mursula. "Impact of Trust on Communication in Global Virtual Teams." International Journal of Knowledge-Based Organizations 6, no. 1 (January 2016): 1–19. http://dx.doi.org/10.4018/ijkbo.2016010101.

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This study aims to research the impact of impersonal and interpersonal trust on communication among virtual teams. A multi-method case study was conducted, with data provided by 94 organisation members in a global telecommunication company with a long history of virtual ways of working. The case study consisted of semi-structured interviews, an electronic survey, focus group interviews and document reviews. The main finding is that impersonal trust is essential for the development of interpersonal trust in virtual teams (VTs) and for communication among VTs. Furthermore, strong interpersonal affective trust among employees within each site negatively affects VTs' communication. This study suggests that the role of impersonal trust is more significant in virtual organisations than in regular organisations because impersonal trust acts as an enabler for the development of interpersonal trust and affects communication in VTs at a fundamental level. Results from previous studies are contradictory. Theoretically, the field of communication and trust in virtual teams is still in its infancy. This paper is a thorough multi-method study about the impact of impersonal and interpersonal trust on communication.

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Adelakun, Olayele, and Tiko Iyamu. "Translation of Activities in a Global Virtual Teams Software Development." Journal of Cases on Information Technology 23, no. 4 (October 2021): 1–18. http://dx.doi.org/10.4018/jcit.20211001.oa11.

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. This study explores Global Virtual Software Teams’ development practices and try to demystify some of the misconceptions about global software development practices based on findings from the global virtual software teams’ experiment that was carried out at DePaul University from 2011 – 2018. The moments of translation from the perspective of actor-network theory (ANT) was employed in the data analysis, to examine how development approach was selected by the global virtual teams. One of the key findings from our research is that the success of a global software development project does not have a strong dependency on the development approach. While we agree that it is one of the key influencing factors, there are other equally strong factors for global virtual software team’s success.

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Shea, Timothy P., Pamela D. Sherer, Rosemary D. Quilling, and Craig N. Blewett. "Managing Global Virtual Teams Across Classrooms, Students and Faculty." Journal of Teaching in International Business 22, no. 4 (October 2011): 300–313. http://dx.doi.org/10.1080/08975930.2011.653911.

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Fleischmann, A. Carolin, Jolanta Aritz, and Peter Cardon. "Language Proficiency and Media Richness in Global Virtual Teams." ACM Transactions on Social Computing 2, no. 4 (January 20, 2020): 1–18. http://dx.doi.org/10.1145/3363564.

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Prasad, Krishna, and K. B. Akhilesh. "Global virtual teams: what impacts their design and performance?" Team Performance Management: An International Journal 8, no. 5/6 (September 2002): 102–12. http://dx.doi.org/10.1108/13527590210442212.

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Nordbäck, Emma S., and J. Alberto Espinosa. "Effective Coordination of Shared Leadership in Global Virtual Teams." Journal of Management Information Systems 36, no. 1 (January 2, 2019): 321–50. http://dx.doi.org/10.1080/07421222.2018.1558943.

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MOCKAITIS, AUDRA I., ELIZABETH L. ROSE, and PETER ZETTINIG. "THE DETERMINANTS OF TRUST IN MULTICULTURAL GLOBAL VIRTUAL TEAMS." Academy of Management Proceedings 2009, no. 1 (August 2009): 1–6. http://dx.doi.org/10.5465/ambpp.2009.44243637.

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Gheni, Ali Yahya, Yusmadi Yah Jusoh, Marzanah A. Jabar, and Norhayati Mohd Ali. "Measuring the Global Virtual Teams (GVTs) Performance: Confirmation Study." Indian Journal of Science and Technology 10, no. 8 (February 1, 2017): 1–16. http://dx.doi.org/10.17485/ijst/2017/v10i8/111137.

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Pinjani, Praveen, and Prashant Palvia. "Trust and knowledge sharing in diverse global virtual teams." Information & Management 50, no. 4 (June 2013): 144–53. http://dx.doi.org/10.1016/j.im.2012.10.002.

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Magnier-Watanabe, Remy, Yoshiaki Watanabe, Olivier Aba, and Harald Herrig. "Global virtual teams’ education: experiential learning in the classroom." On the Horizon 25, no. 4 (September 11, 2017): 267–85. http://dx.doi.org/10.1108/oth-02-2017-0007.

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Purpose This paper aims to examine how students can learn how to work in multi-cultural global virtual teams in a classroom-based setting using experiential learning. The students from two graduate programs in France and Japan were given relevant reading materials, individual and joint team assignments on virtual team work and were asked to evaluate their work using previously identified global virtual team key success factors. Design/methodology/approach Text-mining and co-word analyses of students’ assignments, and correlations of keyword frequencies with student culture scores provide insights on how students first experience this novel setting, raising their awareness and providing them skills for future application in an organizational setting. Findings The process experienced by virtual student teams has many similarities with the team formation stage in virtual teams in organizational settings. Such experiential learning is useful for global virtual team education, as students will have already experienced and solved typical challenges in a safer non-work-related setting. Research limitations/implications This study is based on a small sample of respondents and therefore presents inherent limitations in terms of significance and generalizability. Originality/value The rise of information and communication technologies has facilitated the creation of new approaches for coordinating work and, subsequently, for new collaborative organizational forms. Little research has been conducted to address education or training for these new and essential forms of collaboration.

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Shaik B, Farheen Fathima, Upam Pushpak Makhecha, Sirish Gouda, and Biju Varkkey. "Cultural Intelligence and Employee Engagement in Global Virtual Teams." Academy of Management Proceedings 2021, no. 1 (August 2021): 14605. http://dx.doi.org/10.5465/ambpp.2021.14605abstract.

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Garechana Anacabe, Gaizka, Marc Marti Toro, and Ibon Zamanillo Elguezabal. "Engaging global virtual teams: a theoretical framework proposal on employee engagement predictors in global virtual settings." International Journal of Networking and Virtual Organisations 23, no. 1 (2020): 17. http://dx.doi.org/10.1504/ijnvo.2020.10028255.

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Toro, Marc Martí, Ibon Zamanillo Elguezabal, and Gaizka Garechana Anacabe. "Engaging global virtual teams: a theoretical framework proposal on employee engagement predictors in global virtual settings." International Journal of Networking and Virtual Organisations 23, no. 1 (2020): 17. http://dx.doi.org/10.1504/ijnvo.2020.107953.

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Ende, Markus, Ralf Lämmermann, Patricia Brockmann, and Jesús-Manuel Olivares-Ceja. "Learning Software Engineering with Global Teams." International Journal of Technology and Educational Marketing 4, no. 1 (January 2014): 51–61. http://dx.doi.org/10.4018/ijtem.2014010104.

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Global software engineering requires the coordination of team participants around the world, mainly in large software projects. How can computer science students learn the organizational and intercultural skills required to guide and participate in global distributed projects? To answer this question, this paper analyzes international virtual team teaching with the use of software engineering. Experiences and lessons learned are presented based on the results of a joint Mongolian-German team project. The obtained results with the Mongolian team encourage the project to include students and researchers from the National Polytechnic Institute in Mexico.

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Su, Ying Ying, Di Liang, and Hai Dong. "GSPN-Based Modeling of Virtual Teams Building in Collaborative Process Planning." Applied Mechanics and Materials 496-500 (January 2014): 1783–87. http://dx.doi.org/10.4028/www.scientific.net/amm.496-500.1783.

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Virtual teams have been adopted by organizations to gain competitive advantages in this global economy. It was extremely important of modeling for virtual teams building in collaborative process planning. Based on the flow analysis of virtual teams building in collaborative process planning, the relationship of actual virtual teams building and the elements of GSPN were studied. Finally, the modeling method generalized stochastic Petri nets (GSPN) - based was proposed and the model can excellently describe the flow of virtual teams building in collaborative process planning.

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