This exploratory qualitative study was used to explore the perceptions of team leads and team members of globally dispersed virtual matrix cross-functional teams regarding the four constructs of interaction influence team performance as they work together to complete projects. The four constructs of interaction – technology, communication, trust, and understanding cultural diversity formed the basis for the research question and a series of interview questions that sought responses from globally dispersed virtual team leads and team members from around the world. Participants in this study came from Australia, Brazil, China, England, Greece, India, Ireland, Poland, Thailand, and the United States. The participants also represented individuals working in Information Technology, Sourcing, Consulting, Retail, Manufacturing, and a Religious organization who provided their perspective on their teams’ interactions. Using the responses from this cross-section of individuals from countries and industries the researcher found that the four constructs of interaction, when used correctly, are perceived to improve the performance of globally dispersed virtual teams. The strength of themes reported by team members through the interview process showed that the participants thought the four constructs improved team interaction. This study allowed the extension of a branch of non-goal organizational theory to include team level interactions to the performance of a globally dispersed virtual team.
|Subjects||Management; Organization theory; Business education|
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