Cultural Implications of Collaborative Information Technologies (CITs) in International Online Collaborations and Global Virtual Teams

2011 ◽  
pp. 120-136 ◽  
Author(s):  
Bolanle A. Olaniran ◽  
David A. Edgell
Keyword(s):  
Virtual Teams ◽  
Information Technologies ◽  
Online Collaboration ◽  
Cross Cultural ◽  
Cultural Issues ◽  
Global Virtual Teams ◽  
Virtual Collaboration ◽  
Cultural Implications ◽  
Critical Issues ◽  
The Cross

This chapter introduces and explains some critical issues regarding Cultural Implications of Collaborative Information Technologies (CITs) in International Online Collaborations and Global Virtual Teams. This chapter attempts to addresses some of the cross-cultural issues in international online collaboration, which include but are not limited to language, culture, trust, and technology along with the implications for organizational virtual collaboration. The chapter also provides useful recommendations and strategies for improving international online virtual collaboration with CMC.

scholarly journals When technological savviness overcomes cultural differences: millennials in global virtual teams

2020 ◽  
Vol 16 (3) ◽  
pp. 279-303
Author(s):  
Andres Velez-Calle ◽  
Misha Mariam ◽  
Maria Alejandra Gonzalez-Perez ◽  
Alfredo Jimenez ◽  
Julia Eisenberg ◽  
...  
Keyword(s):  
Cultural Differences ◽  
Virtual Teams ◽  
Qualitative Content Analysis ◽  
Secondary Data ◽  
Cross Cultural ◽  
Negative Consequences ◽  
Cultural Issues ◽  
Global Virtual Teams ◽  
Data Set ◽  
Content Type

Purpose There is a generalized belief that cultural differences can have more negative consequences than benefits within the international business (IB) literature. This study argues that cultural differences are not perceived as constrains in millennial global virtual teams (GVTs). Additionally, using the theory of cooperation and competition and the motivated information processing perspective, the purpose of this paper is to uncover the process by which millennials working in GVTs address various challenges to ensure effective functioning and accomplishment of desired team outcomes. Design/methodology/approach This paper analyzes a data set of 503 project journals from the global enterprise experience, a virtual team competition. It uses qualitative content analysis tools and secondary data sources. Findings The authors find that for millennials, cross-cultural issues are not the predominant challenge when working in GVTs, unlike the prevailing understanding in the IB literature. This is because contrary to expectations, cross-cultural problems are often not experienced, while other team phenomena become more relevant, such as interpersonal and task-based issues. In addition, the paper describes how members of GVTs apply distinct challenge reconstruction and solution generation cognitive schemes to deal with both, expected and unexpected challenges. Originality/value This study contributes to the literature on virtual teams by identifying how millennials and post-millennials deal with the challenges embedded in the GVT interaction context by simplifying the unfamiliarity associated with the broader context rather than addressing each issue in isolation. Finally, the paper elaborates on factors that highlight the positive outcomes of multicultural teams while making cultural differences less salient in contemporary GVT contexts.

Communication in Global Virtual Activity Systems

2011 ◽  
pp. 239-254
Author(s):  
Marie C. Paretti ◽  
Lisa D. McNair
Keyword(s):  
Virtual Teams ◽  
Cross Cultural ◽  
Activity System ◽  
Global Virtual Teams ◽  
Activity Systems ◽  
Distributed Work ◽  
Virtual Collaboration ◽  
Team Members ◽  
Cultural Contact ◽  
Communication Practices

This chapter uses activity theory as a lens to understand the implications of both virtual collaboration and cross-cultural contact for communication in global virtual teams. Rather than adopting a set of heuristics or guidelines that may readily become dated as cultures and technologies shift in the flat world, we argue that both those who study and those who engage in global virtual teams should critically analyze the entire activity system. We then provide meta-cognitive approaches to both distributed work and cross-cultural contact that team managers and team members can use to establish flexible communication practices appropriate to the activity system at hand, and that researchers can use to account for the range of factors that impact team performance.

Communication in Global Virtual Activity Systems

2011 ◽  
pp. 24-38 ◽  
Author(s):  
Marie C. Paretti ◽  
Lisa D. McNair
Keyword(s):  
Virtual Teams ◽  
Cross Cultural ◽  
Activity System ◽  
Global Virtual Teams ◽  
Activity Systems ◽  
Distributed Work ◽  
Virtual Collaboration ◽  
Team Members ◽  
Cultural Contact ◽  
Communication Practices

This chapter uses activity theory as a lens to understand the implications of both virtual collaboration and cross-cultural contact for communication in global virtual teams. Rather than adopting a set of heuristics or guidelines that may readily become dated as cultures and technologies shift in the flat world, we argue that both those who study and those who engage in global virtual teams should critically analyze the entire activity system. We then provide meta-cognitive approaches to both distributed work and cross-cultural contact that team managers and team members can use to establish flexible communication practices appropriate to the activity system at hand, and that researchers can use to account for the range of factors that impact team performance.

Instrumental and Social Influences on Adoption of Collaborative Technologies in Global Virtual Teams

2011 ◽  
pp. 400-408 ◽  
Author(s):  
Andre L. Araujo
Keyword(s):  
Virtual Teams ◽  
Cultural Context ◽  
Cognitive Theory ◽  
Cross Cultural ◽  
Global Virtual Teams ◽  
Web Based ◽  
Collaborative Technology ◽  
Face To Face ◽  
Collaborative Technologies ◽  
Exchange Information

Recent advances in Web-based technologies along with investments in international outsourcing and offshore locations have unquestionably increased the importance of global virtual teams. However, because global virtual teams have their members dispersed in different countries and rely extensively on electronic communication to exchange information, complete tasks, and coordinate activities, their implementation is accompanied by challenges beyond those found in traditional teams whose members often meet face-to-face in the same cultural context. One such challenge has to do with cross-cultural collaboration. Although there is a sense that collaborative technologies offer the essential tools for supporting collaboration, it is unknown whether virtual members will actually adopt collaborative technologies in a cross-cultural setting. To gain knowledge about this potential endemic aspect of cross-cultural teamwork, one needs to examine the factors that influence the adoption of collaborative technologies in global virtual teams. Drawing on the work of organizations, cognitive theory, and information systems researchers, this study offers a framework that describes the key components underlying collaborative technology adoption in global virtual teams by integrating both social and instrumental aspects of group work.

Project Management in the Information Systems and Information Technologies Industries

2002 ◽  
Vol 33 (3) ◽  
pp. 5-15 ◽  
Author(s):  
Francis Hartman ◽  
Rafi A. Ashrafi
Keyword(s):  
Information Systems ◽  
Information Technologies ◽  
Success Factors ◽  
Corporate Strategy ◽  
Performance Metrics ◽  
Project Success ◽  
Software Project ◽  
Cultural Issues ◽  
Technical Problems ◽  
Critical Issues

For many enterprises, sustainable success is closely linked to information systems (IS) and information technologies (IT). Despite significant efforts to improve software project success, many still fail. Current literature indicates that most of the software project problems are related to management, organizational, human, and cultural issues—not technical problems. This paper presents results of a survey of 36 software owners/sponsors, contractors/suppliers, and consultants on 12 projects. The empirical results address answers to questions related to success, performance metrics, and project business drivers. A lack of alignment on these critical issues emerge consistently by phase as well as across the entire project. The results of this study also are compared with others that span seven additional industry sectors. As a result, the authors have developed an approach that links project critical success factors (CSFs) to corporate strategy, and project metrics to the CSFs. An important finding of this study is the critical need to identify and manage realistic expectations of the stakeholders to achieve perceived project success.

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