The global management virtual manager : a prescription for success
By: KAYWORTH, Timothy
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Contributor(s): LEIDNER, Dorothy.
Material type: 
ArticlePublisher: 2000European Management Journal 18, 2, p. 183-194Abstract: Global virtual teams have emerged in response to the growing demands placed upon organizations to rapidly coordinate individuals located in geographically dispersed locations. Virtual teams promise to improve cycle time, reduce travel costs, and reduce redundancies across organizational units. Moreover, the use of global virtual teams provides an opportunit to coordinate complex business tasks across a potentially farflung confederation of organizations. However, virtual teams are beset with a range of challenges inherent to their dispersed, and often impersonal, nature. While all teamwork involves challenges to be managed, the tools at the disposal of virtual teams limits the options they have for adressing the difficulties of coordination. This field-based research study was undertaken to assess the core issues and challenges faced by a group of twelve clturaly diverse global virtual teams with members from Europe, MExico, and the United Stats. Our findings suggest that and the United States. Our findings suggest that global virtual teams face significant challenges in four areas: communication, culture, technology, and project management (leadership). Drawing from the members assessments of their virtual team experiences, each area of challenge is discussed in detail. This is followed by a set of managerial prescritions that outline specific critical success factors useful for the implementation of virtual teams
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Global virtual teams have emerged in response to the growing demands placed upon organizations to rapidly coordinate individuals located in geographically dispersed locations. Virtual teams promise to improve cycle time, reduce travel costs, and reduce redundancies across organizational units. Moreover, the use of global virtual teams provides an opportunit to coordinate complex business tasks across a potentially farflung confederation of organizations. However, virtual teams are beset with a range of challenges inherent to their dispersed, and often impersonal, nature. While all teamwork involves challenges to be managed, the tools at the disposal of virtual teams limits the options they have for adressing the difficulties of coordination. This field-based research study was undertaken to assess the core issues and challenges faced by a group of twelve clturaly diverse global virtual teams with members from Europe, MExico, and the United Stats. Our findings suggest that and the United States. Our findings suggest that global virtual teams face significant challenges in four areas: communication, culture, technology, and project management (leadership). Drawing from the members assessments of their virtual team experiences, each area of challenge is discussed in detail. This is followed by a set of managerial prescritions that outline specific critical success factors useful for the implementation of virtual teams
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