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A guide to global virtual teaming

Rebecca Gatlin‐Watts (Department of Management, College of Business Administration, University of Central Arkansas, Conway, Arkansas, USA)
and
Marsha Carson (Department of Management, College of Business Administration, University of Central Arkansas, Conway, Arkansas, USA)
Joseph Horton (Department of Economics, Finance, Insurance and Risk Management, College of Business Administration, University of Central Arkansas, Conway, Arkansas, USA)
Lauren Maxwell (Department of Economics, Finance, Insurance and Risk Management, College of Business Administration, University of Central Arkansas, Conway, Arkansas, USA)
Neil Maltby (Department of Business Administration, Gerald Schwartz School of Business and Administration, St Francis Xavier University, Antigonish, Canada)

Team Performance Management

ISSN: 1352-7592

Article publication date: 13 March 2007

4917

Abstract

Purpose

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The purpose of this article is to share with readers details of this consortium's multicultural virtual teaming project implementation and the lessons learned from experiences of the participating students and professors.

Design/methodology/approach

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To establish a preliminary relationship, virtual student teams exchange e‐mail messages with team mates at participating universities that provide introductions for each member of the team. Each team member uses these individual introductions to write a brief paper that introduces all team mates. Next, the students virtually interview one another to obtain answers to culture‐specific questions for each culture that is represented on the team. In some courses, this information is analysed using Hofstede's four dimensions of culture: power distance, individualism versus collectivism, uncertainty avoidance, and masculinity versus femininity.

Findings

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Based on participants' experiences in these virtual teaming projects, the following recommendations are presented: emphasise relationship building; solicit widespread input for planning; and balance individual control with shared objectives.

Originality/value

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These cultural virtual teaming projects proved to be valuable learning experiences for both the students and faculty who were involved.

Keywords

Citation

Gatlin‐Watts, R., Carson, M., Horton, J., Maxwell, L. and Maltby, N. (2007), "A guide to global virtual teaming", Team Performance Management, Vol. 13 No. 1/2, pp. 47-52. https://doi.org/10.1108/13527590710736725

Publisher

:

Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited

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