A guide to global virtual teaming

Abstract

Purpose

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

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

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

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

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