Purpose Global virtual teams are omnipresent entities within the majority of international companies. Ongoing research debate presents multiple open questions on the impact of virtuality. Especially whether virtual teams can be as effective as their co-located counterparts. This paper aims to address the performance aspects of fully and semi-virtual in comparison with co-located teams. Design/methodology/approach This paper presents quantitative research based on computer logged data sets tracking the behaviour of individuals in multiple virtual, semi-virtual and co-located teams. The analysis features a comparison of key performance indicators and evaluates teamwork results while putting the observations into the context of virtual organisational behaviour. Findings Findings based on a sample of 42,168 work items from 48 teams of various virtuality levels show that co-located teams still outperform the virtual ones despite technological advances. This comes as an important reminder and practical implication during times of rapid shift towards virtual work in recent years. Originality/value Drawn conclusions are valuable, mainly due to the nature of data set extraction (unbiased and error-free source) from a real business environment with a unique combination of various cross-cultural compositions. The sample includes teams from the same company working on similar tasks, allowing control for many factors limiting previously published papers on virtual team performance.

For decades, business and information technology alignment has fascinated scholars and practitioners. However, understanding these alignment mechanisms is challenging. The significant role of information technology (IT) in digitalization and agile transformation calls for targeted management of the readiness and capability of IT as an enabler and strategic business partner. This paper assumes that organizational culture is a success factor for business-IT alignment. Therefore, it aims to explore the culture-alignment relationship by the following research questions: What are typical IT management organizational culture characteristics, and how do they contribute to business-IT alignment? The study conducts a systematic literature review. First, after defining the critical terms, it searches the databases indexed in the Web of Science, Scopus, and Google Scholar. Then, the study uses bibliometrics to get quantitative insights into the research topic. Finally, it investigates the key arguments and findings of the selected papers. The analyzed literature depicts the relationship between an IT management culture and business-IT alignment elements. However, the research lacks concrete modeling and conception. This article contributes to a better culture-alignment relationship interpretation and closes a gap in the body of knowledge by combining quantitative and qualitative literature review methods.

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The Czech Republic has experienced tremendous growth over the last three decades. However, as the previously exploited competitive advantages (e.g., low labour cost) lose growth potential, the country has to address the digital economy sector. The digital economy readiness study analyses and merges findings from the European and OECD databases, outlining the current situation in the country. Also, the study compares the skill set supplied by the Czech workforce with the global market situation. Research areas cover analysis of diverse factors such as age, education, gender, and nationality. Study results show that the Czech Republic has a substantial competitive advantage both within the EU and across OECD thanks to its highly skilled workforce. Hence, ongoing digital transformation gives a positive outlook for further development of the Czech digital economy.