On the Quantification of Global Team Performance and Profitability

Diversity in team composition, relationship conflict and team leader support on globally distributed virtual software development team performance

“…Although they may rely on a combination of ICT, these may reduce non-verbal cues about interpersonal affections such as tone, warmth and attentiveness that could in turn reduce message clarity, delay in feedback and the interpretation of feedback (Kanawattanachai and Yoo, 2007;Kotlarsky and Oshri, 2005). In addition, when team members are residing in different time zones in various parts of the world, it may reduce opportunities for real-time collaboration (Pauleen and Yoong, 2001;Sarker and Sahay, 2004;Zhou et al, 2014). Therefore, time and distance are important boundaries that GDVT should cross in building rapport and developing long-term relationships.…”

“…Third, national and linguistic diversity also create challenges for effective GDVT collaboration (Kankanhalli et al, 2006;Kotlarsky and Oshri, 2005;Pauleen and Yoong, 2001;Zhou et al, 2014). Virtual teams often comprise members from a wide range of organizations, countries and continents, and may impact on identification in virtual teams, leading to unhealthy racial and national stereotypes (Au and Marks, 2012).…”

“…Virtual teams often comprise members from a wide range of organizations, countries and continents, and may impact on identification in virtual teams, leading to unhealthy racial and national stereotypes (Au and Marks, 2012). When team members are situated across national and organizational boundaries, they may have differing attitudes toward hierarchy and authority which may influence how they operate as a team (Kanawattanachai and Yoo, 2007;Zhou et al, 2014). Further, national diversity can be identified as a barrier if team members of one nationality have negative SO 8,2/3 feelings toward other nationalities believing that one's own nationality is superior to others (Kankanhalli et al, 2006).…”

“…Further, national diversity can be identified as a barrier if team members of one nationality have negative SO 8,2/3 feelings toward other nationalities believing that one's own nationality is superior to others (Kankanhalli et al, 2006). Furthermore, distributed team work is also a linguistically bounded concept (Au and Marks, 2012;Zakaria et al, 2004;Zhou et al, 2014). Language will become a barrier if misunderstanding and frustration occur due to accents or lack of fluency (Duckworth, 2008).…”

“…Au and Marks (2012, p. 282) conclude "linguistic differences can lead to the loss of information and communication problems as team members attempt to decipher their colleagues' communications through their own cultural perspectives". Therefore, team diversity presents enormous challenges to team members, team processes and, ultimately, team outcomes, although ICT makes it easier than ever to form GDVT consisting of members from different countries with varying time zones and cultures (Malhotra et al, 2007;Pauleen and Yoong, 2001;Zhou et al, 2014). Fourth, the literature identifies team member differences in terms of sex, age or tenure as demographic diversity, which could act as a barrier for effective GDVT (Kankanhalli et al, 2006).…”