Global Virtual Teams: Literature Review

This literature review is a summary which is comparing the effectiveness of global virtual teams and their means of communicating versus the effectiveness of face-to-face communication in non-global virtual teams. In doing so it will also serve to provide a basic understanding of the importance of communication within teams as well as what global virtual teams are. Previously written journals in this field of study will be consulted to add depth and validity to the topic of discussion. The strength and weaknesses of communication in global virtual teams as well as the role that trust and social loafing may play in cohesive teamwork will also be referred to.

Explaining what global virtual teams are

Global virtual teams are a product of corporation’s
Language barriers limit the regularity of efforts to communication in global virtual teams which also then limits the sharing of knowledge within these groups (Klitmøller & Lauring, 2013; Maznevski & Chudoba, 2000). Geographic barriers also tend to promote social loafing and decrease the commitment individuals have to their teams as they have no authority figure watching over them and monitoring their daily productivity levels (Jarvenpaa & Leidner, 1999). Studies performed by Kelley (2011) show that face-to-face interaction promotes trust amongst team members which aids in the cohesiveness and future success of the team as well as the organization. A lack of trust amongst virtual team members hinders their ability to solve their disagreements in a civil yet timely manner as not to interfere with their tasks as a team including causing dissatisfaction amongst team members in virtual teams with one another across the globe. A lack of trust leads to a lack of fellowship in virtual teams resulting in ineffective communication practices as stated by Kirkman, Rosen, Gibson, Tesluk & McPherson