Cultural Difference Across Virtual Teams

Topics: Culture, Cross-cultural communication, Intercultural competence Pages: 8 (2858 words) Published: March 12, 2007
Addressing cultural differences across virtual teams

As a result of growing global competition, today's businesses are no longer confined by geographic borders. Globalization drives many businesses into emerging markets and low wage countries to take advantage of their intellectual capital, and lower cost of operation. These changes have given rise to the "virtual team"; a cross-cultural group of co-workers that span international borders and typically communicate by means of technology rather than face-to-face meetings. A recent study by the Garner Group, states that by the year 2008, 41 million corporate employees will work in a virtual workplace at least one day per week [4]. Teams geographically separated not only must work in separate time zones, but also overcome cultural norms and differences, which have been described as one of the major issues of project management when dealing with virtual teams [1]. In this paper we will look at the challenges of the virtual team communication across different cultures. Initially we will explore the communication problems associated with time differences and language barriers often magnified by the lack of face-to-face experience and cultural differences. Then we will move further to investigate cultural value differences between virtual team members, different power relationships and hierarchical arrangements, diverse communication styles and how are these enhanced in the virtual environments. "Culture is an all inclusive system of communication which incorporates the biological and technical behavior of human beings with their verbal and non-verbal systems of expressive behavior. Culture is the sum of a way of life, including such things as expected behavior, beliefs, values, language, and living practices shared by members of a society" [2]. Team members with cultural differences can have vastly different communication styles [3] as well as different ways to covey information. Often times these cultural differences, can lead to tension between virtual team members as well as a make communication difficult. Without the recognition of cultural differences, and the variation in communication styles, virtual teams often do not perform to their full potential. In order to make cross-cultural communication more effective, each side must educate themselves about their teams' culture, and learn to adapt accordingly. Since communication in cross-cultural virtual teams often involve communication via email and conference calls team members also need to change the way they communicate with one another. Communication misunderstandings are the number one complaint amongst virtual team members [4]. The language barrier can play a significant role, especially in electronic communication. Misunderstood idioms and culture specific phrases might undermine good relationship or even break the team apart. Team members must be aware of these potentially problematic points and be very careful when communication across different cultures. A virtual workplace typically leaves a lasting trail in the form of emails and logs. Some of the comments normally lost and discounted during face-to-face communications might pose dangerous problems to the virtual team dynamics when overanalyzed. Another problem with electronic media is difficulty in expressing emotions. A dry email exchange might be greatly enhanced by a phone call or a conference call, to reiterate and articulate most important issues. Such follow up should greatly improve the understanding of the task that team is faced with. Another issue working in a virtual team is the difference in time zones. A virtual team spread out globally across differing time zones makes group collaboration difficult at best. Technology allows team members to communicate via email, text message, and voice; however, a time that may be convenient for one group may not be ideal for another. This becomes more of an issue when working to resolve emergency...

References: [5] Handy, C. (1995) Trust and the virtual organization. Harvard Business Review 73 pp. 40-49
[6] Malcolm Higgs, Towers Perrin, Overcoming the problems of cultural differences to establish success for international management teams
[10] Leigh L Thompson, The Mind and Heart of the Negotiator., Pearson Education Inc., 2005
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