Research has established the relevance of cultural intelligence (CQ) for adapting to different cultural contexts and for directly affecting both performance and satisfaction. However, the boundary ...conditions of CQ have received less attention, in particular regarding global project teams (GPT). The purpose of this paper is to examine how CQ moderates a model of three indirect effects – role clarity, communication norms, and interpersonal trust – on GPT members' performance and satisfaction. Data were collected from 218 virtual GPT members working in a multi-national company that recently transitioned to global project teams for R&D. The results of a moderated-mediation analysis reveal that CQ-motivation – one's attention and energy toward cross-cultural encounters – significantly moderates GPT members' alignment of their communication norms and role clarity, thus indirectly impacting their project satisfaction and performance. We discuss how CQ-motivation can be influential in forming GPTs and in future research of the processual nature of its boundary conditions.
•Cultural intelligence (CQ) of global project team members (GPT)•CQ-motivation moderates relationship between communication norms and role clarity.•CQ-motivation positively impacts GPT members' satisfaction and performance.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK, ZRSKP
Research has confirmed the criticality of communication norms, role clarity and trust to the workings of global virtual teams. However, the relationship among these three variables remains unclear. ...In this study, based on findings from a survey of 218 global project workers representing 33 distinct project teams, we demonstrate the significance of role clarity and trust to individuals' project satisfaction and role clarity to individuals' project performance. We further uncover how global project team (GPT) members' satisfaction and/or performance are affected by where the GPT members are located and whether GPT members are co-located with their project manager. These findings are complemented by 18 in-person interviews with GPT members, which show how one must simultaneously establish and maintain role clarity for oneself while consistently negotiating role clarity with others also participating on global project teams. We conclude this study by outlining an emerging model for creating and sustaining GPTs that benefits both researchers and practitioners.
•Alignment of communication norms on global project teams is examined.•Mixed methods were used with survey of 218 global project team members and 18 interviews.•Norms were mediated by role clarity and trust to impact satisfaction and performance.•Emerging model of creating and sustaining global project teams is proposed.•Implications for future research and practice of technology are explored.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK, ZRSKP
Global project virtual teams are increasingly common as organizations strive to maintain a global presence, find top and diverse talent, and cope with economic constraints. They include members from ...multiple nations and cultures who must work together while being separated by time and space. An internal research, which has been conducted in an international company active in the industrial sector of financial services, provides few insights into how integrating the Western values of individualism and low power distance with the Eastern values of collectivism and high power distance may influence cross-cultural conflict management. The purpose of this paper is to directly examine the impact of organization-level collectivism and individualism as well as high and low power distance – in case of global project teams that include Romanian and Indian experts – in order to determine the interactive effects of these factors on cross-cultural conflict management. The authors sustain the idea that understanding intercultural dynamics can facilitate collaboration and reduce conflicts in intercultural encounters at the individual, organization, and probably societal levels. Methodological approach is to use both secondary literature survey and primary research methods as interviews and short case-examples from authors’ direct consulting experience while working with global project teams. This pilot study – as part of a larger research project – contributes to fill one gap in the understanding of culturally heterogeneous project teams and is the starting-point for additional investigation in this area.
This article is an overview of involvement virtual team into projects. It gives the definition of this notion; moreover, it contains basic criteria, when such kind of team is involved into project ...and general classifica-tion of virtual teams. The pros and cons of virtual team, which are de-scribed here, may help project manager to estimate all risk while form-ing the project team. There are several tasks, which is set to the project manager when he or she initiate the project one of them is set the team. At the same time project manager faced with the problem, where he or she can take the human resources. This problem can occur because of the matrix organizational system in the company, where the staff performs the operational work in parallel with the tasks, which are assigned to hem by project manager. Moreover, this situation may have a negative influence on intermediate project results, and general to project itself, that`s why project manager try to find resources outside the company by creating virtual project team.
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