Reducing psychological distance in globally distributed teams

In this paper we consider how the concept of psychological distance can inform interventions that promote positive outcomes in transnational distributed teams. We focus on two primary characteristics of transnational distributed teams: physical distance between members, and social distance in the form of heterogeneity among members. We present a theoretical model describing how these characteristics of geographically distributed teams affect how members think and feel about each other. We discuss teambuilding interventions informed by the psychological distance perspective.