The challenges of managing cross‐cultural virtual project teams
Year: 2006
Type: article
Abstract: Purpose This paper seeks to present the challenges reported by project leaders of cross‐cultural geographically distributed, or virtual project teams operating within the matrix organisation of ABC, a multinational company based in Switzerland. Design/methodology/approach The research is qualitative and exploratory, taking the form of inductive thematic analysis. Findings The key themes reported to be of significance were the challenge of leadership, managing virtual aspects of communication and developing trust. Sub‐themes consisted of managing the task, managing people, managing language and cultural issues and, lastly, managing the matrix. Practical implications These include attention to the selection of leaders, continued facilitation of face‐to‐face communication in a virtual age and investment in language and intercultural training. Originality/value Future research might investigate the complementary perspective of line management and take up the theme of high fluctuation of team members and leaders.
Source: Team Performance Management
Authors: Margaret Oertig, Thomas Buergi
Language: English
Subfield: Social Psychology
Field: Psychology
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2086993962