000			02007naa a2200193uu 4500
001			10936
003			OSt
005			20190211155232.0
008			030207s2005 xx ||||gr |0|| 0 eng d
100	1		_aKAYWORTH, Timothy _95465
245	1	0	_aThe global management virtual manager : _ba prescription for success
260			_c2000
520	3		_aGlobal 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
700	1		_aLEIDNER, Dorothy _919893
773	0	8	_tEuropean Management Journal _g18, 2, p. 183-194 _d, 2000 _w
942			_cS
998			_a20030207 _bCassio _cCassio
998			_a20060728 _b1626^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c11060 _d11060
041			_aeng