The impact of purpose, people and technology on the virtual project team

The growth of global commerce and the wide availability of communication technologies have encouraged the development of virtual teams which have become more widespread. Despite the more frequent occurrence of these teams there remain many challenges in their structure and use and in the ability of organisations to maximise successful end results. This research uses an ethnographic study of a case in the travel and tourism industry to examine the constructs that contribute to effective outcomes for virtual project teams. The key elements that contributed to the case study team’s ability to work effectively and gain benefits are identified and discussed within the context of the case. The study found that the caretaker/gatekeeper role of the project leader made a significant contribution to overcoming problems arising from project complexity. However, the lack of commitment to a range of information technologies heightened the reliance on periodic face-to-face meetings to provide an environment that supported team interactions. Recommendations for the structuring and conduct of virtual project teams are given.