ABSTRACT
Global virtual teams (GVTs) have evolved as a common work structure in multinational corporations due to their efficiency and cost-effectiveness. The cultural differences can produce great benefits in terms of perspective, creativity, and innovation, but can also exacerbate interpersonal tensions, miscommunications, and clashing decision-making behaviors. This book outlines cultural competencies specific to GVTs and sheds light on management strategies for creating an optimal inter-cultural GVT environment. It covers theory, decision making strategies, and activities for cultural competence and problem resolution, all told through vignettes and lessons-learned.
TABLE OF CONTENTS
part |2 pages
SECTION I: GLOBAL VIRTUAL TEAM
part |2 pages
SECTION II: CULTURE AND ITS MEANING
part |2 pages
SECTION III: DISTRIBUTED DECISION-MAKING PROCESSES AND ACTIVITIES
part |2 pages
SECTION IV: CULTURAL INFLUENCES ON DISTRIBUTED DECISION MAKING
part |2 pages
SECTION V: STRATEGIES AND COMPETENCIES FOR MANAGING GLOBAL VIRTUAL TEAMS