TY  - JOUR
AB  - Purpose– This paper seeks to present the challenges reported by project leaders of cross‐cultural geographically distributed, or virtual project teams operating within the matrix organisation of ABC, a multinational company based in Switzerland.Design/methodology/approach– The research is qualitative and exploratory, taking the form of inductive thematic analysis.Findings– The key themes reported to be of significance were the challenge of leadership, managing virtual aspects of communication and developing trust. Sub‐themes consisted of managing the task, managing people, managing language and cultural issues and, lastly, managing the matrix.Practical implications– These include attention to the selection of leaders, continued facilitation of face‐to‐face communication in a virtual age and investment in language and intercultural training.Originality/value– Future research might investigate the complementary perspective of line management and take up the theme of high fluctuation of team members and leaders.
VL  - 12
IS  - 1/2
SN  - 1352-7592
DO  - 10.1108/13527590610652774
UR  - https://doi.org/10.1108/13527590610652774
AU  - Oertig Margaret
AU  - Buergi Thomas
PY  - 2006
Y1  - 2006/01/01
TI  - The challenges of managing cross‐cultural virtual project teams
T2  - Team Performance Management: An International Journal
PB  - Emerald Group Publishing Limited
SP  - 23
EP  - 30
Y2  - 2024/04/25
ER  -