Value networks underpinned by global and localised virtual teams are believed to have high potential for SMEs. Yet, the successful migration to value-added alliances is blended in the right combination of organizational, legal, economic, socio-cultural, and technical factors, and requires further research into innovative business models. These models should leverage existing SME competences and...

The management of globally distributed software teams is complex because of problems of linguistic differences, geographical dispersion, different time zones, and the cultural diversity of the team members; what is particularly common in software development environments. These problems are amplified when a single software development team is composed of highly skilled individuals working in di...

the article discusses a trial undertaken in a lis education program to help prepare students from different cultural backgrounds to work in virtual, multicultural work places.  the focus of the trial was developing teamwork, which may now involve global, multicultural and virtual components, for which students need to be prepared, given work place changes of recent years. the trial took place i...

Virtual new product development teams are geographically dispersed and cross-functional, yet they work on highly interdependent tasks by communicating electronically in work groups. This virtual interdependence, among other issues, presents new challenges for the management of knowledge transfer in global New Product Development (NPD). In this project, virtual competencies were studied with the...

The advent of globalisation has led to the growing use global virtual teams (GVT) for software development. such enables organisations operate across national, economic and social, cultural boundaries; this new form teamwork presents challenges traditional coordination mechanisms. Hence, a range operational problems development have emerged due nature work: these are related issues geographical...

This research focused on the question: What leadership constraints contribute to the complexity of the working environment faced by global virtual team leaders and how do those leadership constraints impact the behavior of leaders when they are trying to meet team member expectations? This qualitative study of a high performing team within a multinational corporation (MNC) identified four const...