Abstract
Technological advances and economic changes have enabled distant collaboration between knowledge workers, and contributed to the increased use of globally distributed teams to accomplish knowledge-intensive work. This paper presents exploratory research that aims to improve our understanding of the interplay between multiple work identities and their effect on globally distributed teams' outcomes. We compare two globally distributed teams in Western organizations offshoring R&D activities towards emerging countries. Our grounded model shows that acceptance of virtual work is facilitated when the perception of different professional identities across sites is moderated by a shared organizational identity; when managerial support promotes cultural integration and diffused knowledge about the strategic objectives of virtual work; and when glocalized work practices are promoted and sustained over time. We conclude with a discussion of theoretical and practical implications.
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