With time, an increasing number of organizations deploy global virtual teams (GVTs) in an effort to respond to the demands and the competitive nature of the global business arena. Leadership, a factor that is arguably central to the successful functioning of collocated teams, is much altered in view of the virtual backdrop, and thus, management practices, when referring to GVTs’ operation and e...

This article studies the creation process in global virtual teams (GVTs). It determines factors that may increase or reduce their creativity. A case study covering the 25 GVTs belonging to the Intercultural Virtual Project revealed seven stages in their creation process, namely: preparation, incubation, generation, emanation, selection, finalization, and evaluation. The creation process is illu...

Global virtual teams (GVT) are increasingly using virtual workspace technology (VWT) which allow for multiple forms of interaction between team members. However, there is limited empirical and theoretical research on how the use of these technologies depends on the communication context of the teams. We extend recent theorizing about technology support for virtual communication to suggest that ...

The development teams who are geographically spread, culturally mixed and mainly depend on information and communication technology (ICT) for communication is defined as a global virtual teams (GVTs). Despite the advancement of technologies, achieving the efficient performance of GVTs remains a challenge. The reviewed literature has highlighted the importance of training and development, organi...

This paper explores the process by which Global Virtual Teams (GVTs), namely groups of geographically dispersed and culturally diverse members, carry out most of their activities using information technology. Three case studies have been conducted and will be described here. These studies investigate specifically the creative process stages of GVTs and other factors susceptible to affect team m...

Although GVTs can bring about many benefits for organisations, the potential advantages of using GVTs largely depend upon fulfilling the requirements prescribed by the critical success factors (CSFs) of implementing GVTs such as resolving the multiculturalism issues. Likewise, it is acknowledged that management aspects of implementing GVTs present one of the most complicated tasks in deploying ...

As Global Virtual Teams (GVTs) operate across diverse geographies, time-zones, and cultures, they present particular problems for project management in that their characteristics may negatively affect team performance. While a significant body of research exists on project management and GVTs, previous studies have not fully elaborated on the collective impact that GVT characteristics, such as ...

The emergence of global teams have been caused by the globalization of the world economy. Multinational corporations carry out communication with their customers and employees in different nation, language, time zone, and geography that cause the formation of global virtual team (GVT). However, GVTs encounter many management challenges and conflicts as well. This study explores the approach of ...

Prior research on global virtual teams (GVTs) identifies ‘cultural discontinuity’ as a salient boundary that needs to be bridged for better performance. Grounding the study in organizational discontinuity theory (ODT), we propose cultural intelligence (CQ) as one of the modalities through which cultural discontinuities in GVTs could possibly be bridged. Situating the discussion, in transactiona...

Global virtual teams (GVTs) allow organizations to improve productivity, procure global knowledge, and transfer best practice information instantaneously among team members. GVTs rely heavily on IT and have little face-to-face interaction, thereby increasing problems resulting from geographic barriers, time language, and cultural differences, and inter-personal relationships. The purpose of our...