Challenges of managing communication within virtual intercultural teams

The current issue and full text archive of this journal is available at www.emeraldinsight.com/1352-7592.htm The challenges of managing cross-cultural virtual project teams Margaret Oertig and Thomas Buergi

Managing crosscultural virtual project teams
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University of Applied Sciences, Basel, Switzerland
Abstract
Purpose – This paper seeks to present the challenges reported by project leaders of cross-cultural geographically distributed, or virtual project teams operating within the matrix organisation of ABC, a multinational company based in Switzerland.
Design/methodology/approach – The research is qualitative and exploratory, taking the form of inductive thematic analysis.
Findings – The key themes reported to be of significance were the challenge of leadership, managing virtual aspects of communication and developing trust. Sub-themes consisted of managing the task, managing people, managing language and cultural issues and, lastly, managing the matrix.
Practical implications – These include attention to the selection of leaders, continued facilitation of face-to-face communication in a virtual age and investment in language and intercultural training.
Originality/value – Future research might investigate the complementary perspective of line management and take up the theme of high fluctuation of team members and leaders.
Keywords Trust, Team management, Cross-cultural management, Teambuilding, Virtual organizations
Paper type Research paper

Introduction
Globalisation has led to many changes in the nature of project team work. Many international companies have projects spanning a variety of nationalities, involving great geographical distance and a range of time zones. Academic scholarship has reported on the increasing number of geographically distributed project teams working within matrix organisations, and it is assumed that their work is very difficult. Scholars report that matrix forms are hard to manage and diversity

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