Culture, Communication, and Conflict: A Review of the Global Virtual Team Literature

Scott, Charles P. R.; Wildman, Jessica L.

doi:10.1007/978-1-4939-2050-1_2

Cited by 44 publications

(48 citation statements)

References 72 publications

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“…Thus, virtual collaboration allows the MNC to tap into geographical distributed resource pools and offers a cost reductive and sustainable alternative to face-to-face collaboration (Au & Marks, 2012;Klitmøller & Lauring, 2013). Yet, virtuality also poses a range of challenges for global teams (Scott & Wildman, 2015). The lack of physical face-to-face interaction within the organization combined with coordination challenges related to communication across spatial and temporal boundaries negatively impacts virtual collaboration (Mockaitis, Rose, & Zettenig, 2012;Zander, Mockaitis, & Butler, 2012).…”

Section: Introductionmentioning

confidence: 99%

When distance is good: A construal level perspective on perceptions of inclusive international language use

Klitmøller¹,

Lauring

2016

International Business Review

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Section: Introductionmentioning

confidence: 99%

When distance is good: A construal level perspective on perceptions of inclusive international language use

Klitmøller¹,

Lauring

2016

International Business Review

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“…The topic of virtual teams (VT) and GVT research has been a fast-growing research area. The three most relevant literature reviews covered approximately 200 sources [35] [36] [40]. In a recent comprehensive literature review, it was stressed that competing terms for GVT and VT are used interchangeably [35].…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…The three most relevant literature reviews covered approximately 200 sources [35] [36] [40]. In a recent comprehensive literature review, it was stressed that competing terms for GVT and VT are used interchangeably [35]. In order to avoid such confusion in this paper, we followed the suggestion of literature for both terms [35].…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…In a recent comprehensive literature review, it was stressed that competing terms for GVT and VT are used interchangeably [35]. In order to avoid such confusion in this paper, we followed the suggestion of literature for both terms [35]. Virtual teams are "groups of geographically, organizationally and/or time dispersed workers brought together by information and telecommunication technologies to accomplish one or more organizational tasks" [33].…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

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Communication and Conflict in Sino-German Global Virtual Teams

Jurack¹

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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This study investigated the correlation between communication and conflict in Sino-German Global Virtual Teams (GVT). An exploratory quantitative online survey was conducted in German companies doing business in Greater China. A focus was given to the analysis of modern web 2.0 communication technologies and their potential influence on conflict. As expected, GVT experience more cross-cultural conflicts than collocated teams. However, there was no statistically significant difference in the amount of conflict between GVT 1.0 and GVT 2.0. Surprisingly, video calls are likely to contribute to the amount of task conflicts and cross-cultural conflicts. Furthermore, social media is likely to mitigate the amount of cross-cultural conflicts. Participants who extensively used social media and video call communication in their private lives, did so in their corporate lives as well. Finally, the team leaders who possessed a higher level of education reported a statistically higher amount of video call usage in their teams.

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“…The more people‐oriented style of line managers has to a great extent influenced perceptions on how to mobilise and manage performance in global virtual teams where direct contact is rarely possible (Harvey, Novicevic, & Garrison, ). In this context, the team leader is an example of a line manager that makes HRM come to life through appraising, developing, involving, and communicating over a geographical, cultural, and linguistic distance (Cardy & Miller, ; Scott & Wildman, ).…”

Section: Introductionmentioning

confidence: 99%

Can leadership compensate for deficient inclusiveness in global virtual teams?

Lauring

Jonasson

2018

Human Res Mgmt Journal

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Although the number of global virtual teams has been growing rapidly, it is still a great challenge to achieve internal collaboration across geographic, cultural, and linguistic barriers. Two factors that have been identified to improve productivity are inclusive group attitudes in the team and the right leadership from the team leader. Although there are strong indications that each of these concepts would have a favourable effect on team member performance, we set out to explore how they function in combination. More specifically, we hypothesise that inspirational motivation from a team leader can compensate for a lack of inclusive group attitudes in the form of team openness to language diversity. We also predict the positive effects of “inspirational motivation” leadership to be stronger than those of the “management by exception” style of leadership. Using responses from 174 team members and their 23 team leaders in the research and development department of a Danish manufacturing organisation, we confirm our hypotheses. This provides clear guidelines for HRM interventions in organisations using global virtual teams.

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Culture, Communication, and Conflict: A Review of the Global Virtual Team Literature

Cited by 44 publications

References 72 publications

When distance is good: A construal level perspective on perceptions of inclusive international language use

When distance is good: A construal level perspective on perceptions of inclusive international language use

Communication and Conflict in Sino-German Global Virtual Teams

Can leadership compensate for deficient inclusiveness in global virtual teams?

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