Critical Success Factors in Managing Global Virtual Teams: Review, Synthesis, and an Evolving Research Agenda

Abstract

Summary form only given. With the phenomenon of globalization, the global virtual team is widely recognized as an innovative working structure that relies largely on computer-mediated communication technologies. A global virtual team is defined as a distinct entity whose members come from different geographical locations, may not have a common background, is organizationally dispersed, collaborate using asynchronous and synchronous technologies, and often assemble on an ad-hoc basis. Hence, boundaries such as geographical distance, time, and organizations are no longer major barriers for small teams to work together. Yet, many teamwork challenges remain as these virtual teams engage in globally distributed collaborative efforts. Many of the complexities emerge from cultural differences, divergent mental maps, leadership problems, and technological barriers. The purpose of this paper is to present and synthesize the critical success factors generally accepted as critical in managing effective global virtual teams. The key questions that we address are: (1) what role does the enabling environment play in facilitating globally distributed teamwork collaboration? and (2) how best to manage the critical teamwork success factors in order to develop and manage effective global virtual teams?