Global virtual teams coordination mechanisms: building theory from research in software development

Abstract

The advent of globalisation has led to the growing use of global virtual teams (GVT) for software development. The use of such teams enables organisations to operate across national, economic and social, and cultural boundaries; this new form of teamwork presents challenges for traditional coordination mechanisms. Hence, a range of new operational problems for the coordination of software development teams have emerged due to the nature of virtual work: these are related to issues of geographical distance, language differences, time zone(s) differences, cultural differences, and trust. This paper applies a theoretical model drawn from prior research to explore the coordination mechanisms employed by a global virtual software development team in a major multi-national telecommunications organisation. The study analyses the impact that the aforementioned issues have on the effectiveness of project team coordination mechanisms and then develops a refined conceptual model to guide future research on global virtual software development teams. The findings also inform practice on the problems encountered in ensuring the effective coordination of such teams.

Management Methods for Global Virtual Teams - A Review of Current Literature and Directions for Future Research

“…Davidavičienė et al (2020) took communication technology selection in the context of cultural differences and suggested media richness to adapt for different cultures, such as using content anonymity for collectivistic cultures. Kiely et al (2021) postulated in their studies which were empirically verified that cultural differences negatively impact effectiveness of plans, formal and information mutual adjustments. This provides meaningful implications for better adaptation for team processes and tasks.…”

Managing Virtual Teams

“…As a result, virtual teams face collaboration difficulties that make it difficult for them to be as successful as teams that are physically together. 4 Similar to traditional teams, virtual teams participate in a variety of collaborative activities, such as formal and informal meetings using technology such as video conferencing (Zoom, Skype, Microsoft Teams, Google Meet, etc. ), file transfer, and sharing applications.…”

Identifying the development stages of virtual teams – An application of social network analysis

“…, 2000). Some concerns have arisen over behavioural problems or phenomenon in virtual team research (Algesheimer et al. , 2011; Bjorvatn and Wald, 2019; Cogliser et al.…”

“…Some research studies focus on information technology only, such as the design, application and implementation of workflow software and groupware (Beaudouin-Lafon, 1999;Divine et al, 2011;Majchrzak et al, 2000). Some concerns have arisen over behavioural problems or phenomenon in virtual team research (Algesheimer et al, 2011;Bjorvatn and Wald, 2019;Cogliser et al, 2012;Darics, 2020;Hung et al, 2021;Kiely et al, 2021;McLeod, 2013;Peters and Karren, 2009;Potter and Balthazard, 2002;Yoo and Alavi, 2004). Moreover, there are also investigations into the key success factors of project implementation by virtual teams (Hoch and Dulebohn, 2017;Lee-Kelley and Sankey, 2008;Lurey and Raisinghani, 2001;Wei et al, 2018;Zaharie, 2021).…”