“Virtual teams are literally and metaphorically invisible”

Abstract

Purpose This paper aims to examine the impact of perceived cultural differences in forging identity in virtual teams. Whilst there has been a great deal of research on team identification, little has been written about the influences of the virtual context on this process. Design/methodology/approach The study reported in this paper was conducted in four companies and seven virtual teams operating across the UK, the USA, Brazil, Singapore, Malaysia and Myanmar. Findings The results show that perceived differences in national cultures and the way people work within the cultures has a significant impact on identification in virtual teams. This can lead to unhealthy racial and national stereotypes, which cause conflict between team members. The findings of this study highlight the importance of encouraging team members to value and understand differences and that it is necessary to promote a common goal to foster identification in international virtual teams. Originality/value The research provides a critical analysis of virtual working across international boundaries, focusing on employees rather than the technology.

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