A new impetus for greater knowledge-sharing among team members needs to be emphasized due to the emergence of a significant new form of working known as 'global virtual teams'. As information and communication technologies permeate every aspect of organizational life and impact the way teams communicate, work and structure relationships, global virtual teams require innovative communication and learning capabilities for different team members to effectively work together across cultural, organizational and geographical boundaries. Whereas information technology-facilitated communication processes rely on technologically advanced systems to succeed, the ability to create a knowledge-sharing culture within a global virtual team rests on the existence (and maintenance) of intra-team respect, mutual trust, reciprocity and positive individual and group relationships. Thus, some of the inherent questions we address in our paper are: (1) what are the cross-cultural challenges faced by global virtual teams?; (2) how do organizations develop a knowledge sharing culture to promote effective organizational learning among culturally-diverse team members? and; (3) what are some of the practices that can help maximize the performance of global virtual teams? We conclude by examining ways that global virtual teams can be more effectively managed in order to reach their potential in this new interconnected world and put forward suggestions for further research.technologies are only as effective as those using them. Even though information and communication technologies impact knowledge sharing, team coherence and performance, it is the human component in the virtual environment and the interactive relational bonds that facilitate or hinder the development of a shared knowledge culture and organizational learning.In a virtual computer-mediated communication environment, global virtual teams rely on information and communication technology usage to facilitate knowledge exchange, transfer and sharing. Nonetheless, creating a knowledge-based environment requires more than information and communication technology; it requires other crucial elements such as intra-team trust and intra-team relational bonds, leadership, intercultural communication competence, and cross-cultural training that foster a collaborative interactive permissive space (albeit a virtual one) where global WORKING TOGETHER APART? 15

No abstract

This chapter presents and synthesizes the culturally oriented challenges of managing distributed projects by Global Virtual Teams (GVTs) and examines the distinctive issues intrinsic to GVT work structures from a research perspective. In the first section, the authors define the concept of the global virtual team and explore the differences between global virtual teams and traditional co-located team structures. In the second section, they draw upon the cross-cultural theories (Hall, 1976; Hofstede, 1984) as a framework to explore the unique aspects of managing GVTs and then further develop a cultural typology illustrating the challenges of GVTs. Next, the authors discuss the research approaches to examine the cultural impacts on the success of GVTs, as well as highlight the practical implication in the light of the wide-ranging training programs needed by multinational corporations. In the final section, they assert that in order to be effective, GVTs need to develop new patterns of communication, team structure, knowledge exchange, and project management capabilities, and thus, the authors conclude with the future research directions.

No abstract

This chapter presents and synthesizes the culturally oriented challenges of managing distributed projects by Global Virtual Teams (GVTs) and examines the distinctive issues intrinsic to GVT work structures from a research perspective. In the first section, the authors define the concept of the global virtual team and explore the differences between global virtual teams and traditional co-located team structures. In the second section, they draw upon the cross-cultural theories (Hall, 1976; Hofstede, 1984) as a framework to explore the unique aspects of managing GVTs and then further develop a cultural typology illustrating the challenges of GVTs. Next, the authors discuss the research approaches to examine the cultural impacts on the success of GVTs, as well as highlight the practical implication in the light of the wide-ranging training programs needed by multinational corporations. In the final section, they assert that in order to be effective, GVTs need to develop new patterns of communication, team structure, knowledge exchange, and project management capabilities, and thus, the authors conclude with the future research directions.