The impact of cultures on global virtual teams of India and the United States: A case study

by Kelley, Laura L., Ph.D., CAPELLA UNIVERSITY, 2009, 202 pages; 3366059

Abstract:

This study confirmed problem areas and managerial mitigations critical to an effective working environment of cross-cultural virtual teams composed of Indian and U.S. nationals. The study utilized a case study of virtual team members composed of Indian nationals of a major Indian-based company who work with U.S. nationals within a global environment. An online survey of open and close ended questions was asked.

The purpose of this research was to determine how management techniques can improve the effectiveness and efficiency of global virtual teams. A number of issues were reported as impacting global virtual teams; culture, religion, language, communication tools, education, business processes/procedures and team skills. Questions pertaining to these published issues were asked. These issues and impacts were validated by participants and new insights were also discovered. Many of the issues reported were focused toward management. Virtual team members gave suggestions on how management could bring cultural understanding and knowledge to the team prior to the onset of a project.

Final recommendations from this study suggested project managers who are held accountable to executive management and to the global virtual team, increase their knowledge/skill of cultural understanding and global communication. Project Managers are highly skilled in planning, scheduling, maintaining budget, managing timelines and local resources, but few Project Managers have globalized skills necessary to manage a global team with various time zones, cultures and skill sets.

AdviserRonald G. Benson
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement; Mass communication; Computer science
Publication Number3366059

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