Report on challenges and opportunities in virtual teams
In an report, Using Far-Flung Virtual Teams for Managing Knowledge in Global Companies, based on research sponsored by the Society for Information Management, the author has examined 54 far-flung teams in 31 different companies, including Intel, Textronic and Royal Dutch Shell. By Arvind Malhotra
The research highlights a number of myths about virtual teams such as:
- Myth: Far-flung teams are deployed to save money on travel
- Myth: Far-flung teams require hands-off leadership
- Myth: Far-flung team leaders don’t deal directly with diversity
- Myth: Face-to-face meetings are required early in a far-flung team’s life cycle to build trust
- Myth: Given the restrictions of time and space differences, far-flung teams are best served by allocating one task to every member
- Myth: Face-to-face meetings are required for brainstorming
- Myth: Far-flung teams only need weekly conference calls to stay connected
This is a good article and well worth reading.
A couple of these findings, such as the requirement or otherwise for face time and prior relationships, seem to be at odds with some other research I have commented on.
The reader will have to decide for themselves which research they choose to trust in these contentious areas.
Perhaps some more research is required!
Bioteams Books Reviews
Leading complexity thinkers apply biological principles to enterprises: The Biology of Business is a set of essays by ten researchers and practitioners in Complex Adaptive Systems (CAS).