Global Virtual Team Management

Abstract

Global business operations necessitate sound virtual team management in the IT sector due to enormous technological development worldwide. However, previous studies have yet to address any innovative virtual team solutions. Therefore, the study aims to identify strategies for effective virtual team management. It uses a qualitative research strategy to consider a case study research design and follows computer-mediated communication (CMC) and uncertainty management (UM) theories. The data were collected by conducting semi-structured interviews of 15 IT professionals of a company in Finland; they included managers, agents, supervisors, and team members. Then, thematic analysis was accomplished using Microsoft Office.

The findings indicate that the key challenges are communication barriers, linguistic diversity, time zone differences, conflict management, diverse remote team management, and cultural diversity, which impact team cohesion and collaboration. Nevertheless, the technological infrastructure and project management software facilitate pleasant cooperation and virtual meeting workflows. The leader’s role is a communication bridge and a cornerstone of effective global virtual team management. The study also indicates that cultural sensitivity, emotional intelligence, proactive leadership in remote members' communication, mutual trust, and adaptive technology must be incorporated into the CMC and UM theories.

In addition, the study suggests that IT companies must focus on technological infrastructure, project management software, competent leadership, cultural awareness, and mutual trust to manage global virtual teams effectively.