The challenges of managing cross-cultural virtual project teams
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Author (Corporation)
Publication date
2006
Typ of student thesis
Course of study
Collections
Type
01A - Journal article
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Editor (Corporation)
Supervisor
Parent work
Team Performance Management
Special issue
DOI of the original publication
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Series
Series number
Volume
2006
Issue / Number
Pages / Duration
23-30
Patent number
Publisher / Publishing institution
Emerald
Place of publication / Event location
Edition
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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.
Keywords
Virtual Communities
Event
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ISBN
ISSN
1758-6860
1352-7592
1352-7592
Language
English
Created during FHNW affiliation
Unknown
Strategic action fields FHNW
Publication status
Published
Review
No peer review
Open access category
License
Citation
Oertig, M., & Bürgi, T. (2006). The challenges of managing cross-cultural virtual project teams. Team Performance Management, 2006, 23–30. https://doi.org/10.26041/fhnw-2926