Abstract
Increasingly, the outsourcing of IT projects involves cross-cultural teams. Frequently, the requirements definition phase of the project is handled by the U.S., and the implementation phase may be handled by offshore developers in India, Pakistan, Singapore, and other countries. The performance of cross-cultural teams may depend upon a number of factors, including cross-cultural differences and team processes. The purpose of this study is to determine which factors influence the successful performance of cross-cultural teams. The findings showed that team commitment, trust, and team processes played a more important role than cultural differences in the effectiveness of the global IT teams.
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