The challenges of managing cross‐cultural virtual project teams

Margaret Oertig · Thomas Buergi

139 citations0/0 files storedTeam Performance Management

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Team Dynamics and Performance Construction Project Management and Performance Global and Cross-Cultural Management

Abstract

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.

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References

1974The Nature of Managerial Work 1996Swift Trust and Temporary Groups 2003Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams

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