A Study about Global Virtual Teams for Value Creation and Project Success
Abstract: This qualitative study examines whether virtual projects present challenges that are different from conventional projects and how they might be more useful than face-to-face teams in delivering value in certain contexts. It takes a post-implementation and lessons learned approach to elicit the experiences of two distributed information technology projects within a global banking corporation. Findings indicate that time zone and cultural differences in particular, affected communication and team relations. Other barriers included more ‘conventional’ issues such as management agenda and leadership style, requirements creep, asymmetry in processes and unclear roles and responsibilities. Their presence exacerbated the relational difficulties between team members. However, success in terms of time, budget and value delivery was evident in both of the virtual projects – attributable primarily to the determination and outcome orientation of team members.
Introduction : Herzog’s observation of industry’s growing preference for virtual team-working follows earlier writers’ argument for resource maximisation and corporate agility through cross-boundary internal and external collaborative working. The trend for virtual teaming has fuelled interest in associated structural, operational and human asset management problems. Against Powell et al.’s suggestion that virtual teams using technology as a primary enabler are amongst the key imperatives of modern businesses is Bell and Kozlowski’s support for the superiority of the conventionally organised team. They argue that the spatial distance in a virtual team necessitates reliance on technology for communication and impedes performance management and team development. Keep reading…
