Trends, Challenges and Solutions : A Collection of White Papers
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Global Teams: Trends, Challenges and
Solutions
A Collection of White Papers:
• A Cost-Benefit Analysis of Face-to-Face and Virtual Communication: Overcoming the
Challenges
• Building Teams from a Distance
• Virtual Leadership: Required Competencies for Effective Leaders
• Developing Global Mindset and the Impact on Virtual Teams
• Challenges and Interventions in Monitoring and Evaluating Virtual Team Performance
• Virtual Teams: Work/Life Challenges- Keeping Remote Employees Engaged
This research was conducted in preparation for the Cornell Center for Advanced Human Resource
Studies (CAHRS) Spring 2010 Partner Meeting, May 6, 2010, New York, NY
By: Rebecca Heller, Aaron Laurito, Kurt Johnson, Maureen Martin, Rex Fitzpatrick and Kirsten
Sundin
2010 CAHRS Graduate Research Assistants
Under the supervision of Pamela Stepp, Ph.D. and Bradford Bell, Ph.D
Solutions
A Collection of White Papers:
• A Cost-Benefit Analysis of Face-to-Face and Virtual Communication: Overcoming the
Challenges
• Building Teams from a Distance
• Virtual Leadership: Required Competencies for Effective Leaders
• Developing Global Mindset and the Impact on Virtual Teams
• Challenges and Interventions in Monitoring and Evaluating Virtual Team Performance
• Virtual Teams: Work/Life Challenges- Keeping Remote Employees Engaged
This research was conducted in preparation for the Cornell Center for Advanced Human Resource
Studies (CAHRS) Spring 2010 Partner Meeting, May 6, 2010, New York, NY
By: Rebecca Heller, Aaron Laurito, Kurt Johnson, Maureen Martin, Rex Fitzpatrick and Kirsten
Sundin
2010 CAHRS Graduate Research Assistants
Under the supervision of Pamela Stepp, Ph.D. and Bradford Bell, Ph.D
2
Introduction
In recent years, companies have increasingly turned to virtual teams as a means of connecting and
engaging geographically dispersed workers, lowering the costs associated with global
collaboration, and enabling greater speed and adaptability. These teams have shifted the way in
which organizations traditionally form, manage and evaluate team performance. Virtual teams,
although offering many benefits, also pose a number of challenges. Developing effective global
leaders, keeping remote employees engaged, forming and developing global teams, monitoring and
evaluating distance employees, and developing a global mindset are all areas that companies are
working to better understand.
In response to these and other challenges, we have spent the last semester researching and writing
about topics of interest to companies either currently utilizing global virtual teams or considering
adoption of virtual teams. These topics include virtual team leadership, a cost-benefit analysis of
virtual communication and face-to-face communication, work life challenges, building teams from a
distance, monitoring and evaluating distance employees, and developing a global mindset in regard
to global virtual teams. Each paper includes an annotated bibliography, which lists descriptions of
additional resources regarding that paper’s topic.
We are grateful to CAHRS and its sponsor companies for financial support of the Research Assistant
program. We would like to thank Gap Inc., American Express and Comcast for their financial
support of the Research Assistant Program and dedication to HRM research. We feel fortunate to
have worked with Dr. Pamela Stepp, Executive Director, CAHRS and Dr. Bradford Bell, Associate
Professor of HR Studies and Director of ILR Executive Education, and would like to thank them for
outstanding guidance and encouragement over the course of the semester. We are also grateful to
Jo Hagin, Program Manager, CAHRS for her constant assistance and support.
Rebecca Heller Aaron Laurito
Kurt Johnson Maureen Martin
Rex Fitzpatrick Kirsten Sundin
In recent years, companies have increasingly turned to virtual teams as a means of connecting and
engaging geographically dispersed workers, lowering the costs associated with global
collaboration, and enabling greater speed and adaptability. These teams have shifted the way in
which organizations traditionally form, manage and evaluate team performance. Virtual teams,
although offering many benefits, also pose a number of challenges. Developing effective global
leaders, keeping remote employees engaged, forming and developing global teams, monitoring and
evaluating distance employees, and developing a global mindset are all areas that companies are
working to better understand.
In response to these and other challenges, we have spent the last semester researching and writing
about topics of interest to companies either currently utilizing global virtual teams or considering
adoption of virtual teams. These topics include virtual team leadership, a cost-benefit analysis of
virtual communication and face-to-face communication, work life challenges, building teams from a
distance, monitoring and evaluating distance employees, and developing a global mindset in regard
to global virtual teams. Each paper includes an annotated bibliography, which lists descriptions of
additional resources regarding that paper’s topic.
We are grateful to CAHRS and its sponsor companies for financial support of the Research Assistant
program. We would like to thank Gap Inc., American Express and Comcast for their financial
support of the Research Assistant Program and dedication to HRM research. We feel fortunate to
have worked with Dr. Pamela Stepp, Executive Director, CAHRS and Dr. Bradford Bell, Associate
Professor of HR Studies and Director of ILR Executive Education, and would like to thank them for
outstanding guidance and encouragement over the course of the semester. We are also grateful to
Jo Hagin, Program Manager, CAHRS for her constant assistance and support.
Rebecca Heller Aaron Laurito
Kurt Johnson Maureen Martin
Rex Fitzpatrick Kirsten Sundin
4
5
Table of Contents
EXECUTIVE SUMMARY: PAPER ABSTRACTS............................................................................................................... 7
A COST-BENEFIT ANALYSIS OF FACE-TO-FACE AND VIRTUAL COMMUNICATION: OVERCOMING
THE CHALLENGES................................................................................................................................................................... 9
Annotated Bibliography................................................................................................................................................. 21
BUILDING TEAMS FROM A DISTANCE......................................................................................................................... 29
Annotated Bibliography................................................................................................................................................. 35
VIRTUAL LEADERSHIP: REQUIRED COMPETENCIES FOR EFFECTIVE LEADERS.....................................39
Annotated Bibliography................................................................................................................................................. 48
DEVELOPING GLOBAL MINDSET AND THE IMPACT ON VIRTUAL TEAMS..................................................53
Annotated Bibliography................................................................................................................................................. 63
CHALLENGES AND INTERVENTIONS IN MONITORING AND EVALUATING VIRTUAL TEAM
PERFORMANCE...................................................................................................................................................................... 69
Annotated Bibliography................................................................................................................................................. 76
VIRTUAL TEAMS: WORK/LIFE CHALLENGES - KEEPING REMOTE EMPLOYEES ENGAGED..................81
Annotated Bibliography................................................................................................................................................. 89
ABOUT THE CENTER FOR ADVANCED HUMAN RESOURCE STUDIES (CAHRS) ........................................99
ABOUT THE AUTHORS........................................................................................................................................................ 99
Table of Contents
EXECUTIVE SUMMARY: PAPER ABSTRACTS............................................................................................................... 7
A COST-BENEFIT ANALYSIS OF FACE-TO-FACE AND VIRTUAL COMMUNICATION: OVERCOMING
THE CHALLENGES................................................................................................................................................................... 9
Annotated Bibliography................................................................................................................................................. 21
BUILDING TEAMS FROM A DISTANCE......................................................................................................................... 29
Annotated Bibliography................................................................................................................................................. 35
VIRTUAL LEADERSHIP: REQUIRED COMPETENCIES FOR EFFECTIVE LEADERS.....................................39
Annotated Bibliography................................................................................................................................................. 48
DEVELOPING GLOBAL MINDSET AND THE IMPACT ON VIRTUAL TEAMS..................................................53
Annotated Bibliography................................................................................................................................................. 63
CHALLENGES AND INTERVENTIONS IN MONITORING AND EVALUATING VIRTUAL TEAM
PERFORMANCE...................................................................................................................................................................... 69
Annotated Bibliography................................................................................................................................................. 76
VIRTUAL TEAMS: WORK/LIFE CHALLENGES - KEEPING REMOTE EMPLOYEES ENGAGED..................81
Annotated Bibliography................................................................................................................................................. 89
ABOUT THE CENTER FOR ADVANCED HUMAN RESOURCE STUDIES (CAHRS) ........................................99
ABOUT THE AUTHORS........................................................................................................................................................ 99
6
7
EXECUTIVE SUMMARY: PAPER ABSTRACTS
A Cost-Benefit Analysis of Face-to-Face and Virtual Communication: Overcoming the
Challenges
Evolving technologies allow organizations to become increasingly global. This trend has led
organizations to adopt virtual communication to face global challenges. As increasing numbers of
organizations implement various virtual communication tools, face-to-face contact has shifted to
virtual communication, bringing forth new opportunities and threats. This paper explores the
debate between face-to-face and virtual communication and identifies the costs and benefits
associated with each, in addition to identifying strategies for effectively utilizing virtual
communication.
Building Teams from a Distance
Virtual teams are emerging with increased frequency in organizations around the globe. Successful
virtual team building is challenging because teams are frequently composed for short periods of
time and are created to tackle specific tasks. Establishing an effective virtual team requires
exemplary leadership, easy access to technology and team training, as well as rules to protect team
members that address differences in time zones, cultures and languages. Creating and maintaining
trust, along with open lines of communication among team members has also been shown to be
vital for virtual team success. While forming effective virtual teams is difficult, with effort and
awareness of all parties involved, it can be achieved.
Virtual Leadership: Required Competencies for Effective Leaders
With the advent of the internet and the host of communication tools that have followed, teams
today are becoming increasingly dispersed and diverse. Studies are now being conducted to
understand how leadership has or should evolve in order to meet the changing needs and demands
of these new and different communities. This paper explores leadership in virtual settings and how
it’s changing as more teams move away from traditional team environments. Specifically, it looks at
virtual leadership roles, responsibilities, and competencies, identifies challenges unique to virtual
teams, and considers important global implications for effective leadership.
Developing Global Mindset and the Impact on Virtual Teams
Greater use of virtual teams is just one way companies are responding to increasingly global
demands. Considering the rise of virtual teams, developing a global mindset among managers is
essential to overcoming challenges associated with working across languages and cultures. This
paper explores the role of a global mindset in overcoming these challenges in the context of remote,
virtual work. To this end, the challenges of global managers working in virtual teams are outlined,
the concept of a global mindset is defined, and comparisons are made between the characteristics
of locally-minded and globally-minded managers. Next, conditions for global virtual team
effectiveness are presented and the essential competencies for managers of global virtual teams
identified. Finally, strategies for developing a global mindset in leaders and employees are
discussed.
EXECUTIVE SUMMARY: PAPER ABSTRACTS
A Cost-Benefit Analysis of Face-to-Face and Virtual Communication: Overcoming the
Challenges
Evolving technologies allow organizations to become increasingly global. This trend has led
organizations to adopt virtual communication to face global challenges. As increasing numbers of
organizations implement various virtual communication tools, face-to-face contact has shifted to
virtual communication, bringing forth new opportunities and threats. This paper explores the
debate between face-to-face and virtual communication and identifies the costs and benefits
associated with each, in addition to identifying strategies for effectively utilizing virtual
communication.
Building Teams from a Distance
Virtual teams are emerging with increased frequency in organizations around the globe. Successful
virtual team building is challenging because teams are frequently composed for short periods of
time and are created to tackle specific tasks. Establishing an effective virtual team requires
exemplary leadership, easy access to technology and team training, as well as rules to protect team
members that address differences in time zones, cultures and languages. Creating and maintaining
trust, along with open lines of communication among team members has also been shown to be
vital for virtual team success. While forming effective virtual teams is difficult, with effort and
awareness of all parties involved, it can be achieved.
Virtual Leadership: Required Competencies for Effective Leaders
With the advent of the internet and the host of communication tools that have followed, teams
today are becoming increasingly dispersed and diverse. Studies are now being conducted to
understand how leadership has or should evolve in order to meet the changing needs and demands
of these new and different communities. This paper explores leadership in virtual settings and how
it’s changing as more teams move away from traditional team environments. Specifically, it looks at
virtual leadership roles, responsibilities, and competencies, identifies challenges unique to virtual
teams, and considers important global implications for effective leadership.
Developing Global Mindset and the Impact on Virtual Teams
Greater use of virtual teams is just one way companies are responding to increasingly global
demands. Considering the rise of virtual teams, developing a global mindset among managers is
essential to overcoming challenges associated with working across languages and cultures. This
paper explores the role of a global mindset in overcoming these challenges in the context of remote,
virtual work. To this end, the challenges of global managers working in virtual teams are outlined,
the concept of a global mindset is defined, and comparisons are made between the characteristics
of locally-minded and globally-minded managers. Next, conditions for global virtual team
effectiveness are presented and the essential competencies for managers of global virtual teams
identified. Finally, strategies for developing a global mindset in leaders and employees are
discussed.
8
Challenges and Interventions in Monitoring and Evaluating Virtual Team Performance
Research suggests that the implementation of virtual teams can provide organizations with many
potential benefits—remote working options to greater attract and retain employees, enhanced
project decision quality stemming from the firm’s ability to place the best individuals together on a
team regardless of geographical location, closer contact to customers worldwide, along with a host
of others. However, the benefits afforded by virtual teams are also coupled with many challenges—
such as effectively monitoring and evaluating virtual team performance. This paper aims to provide
insight into what current research has identified as the major roadblocks in monitoring and
evaluating virtual team performance, along with research-derived recommendations regarding
how to improve upon these challenges.
Virtual Teams: Work/Life Challenges- Keeping Remote Employees Engaged
Remotely located employees are quickly becoming a norm in the modern workplace in response to
evidence that telecommuters save on costs and produce more efficiently. There are many
intangible benefits also felt with the increasing prevalence of remote employees. Telecommuters
are more satisfied with their work/life balance and report lower rates of job burnout. Though there
are also many well-identified setbacks remotely located managers and employees may face.
Employers see the most success with telecommuting by first recruiting the people best fit to fill
these remote roles. However, the process of developing remote employees is a process that
requires constant monitoring. The purpose of this paper is to identify the best practices being used
by companies to keep remote employees engaged while simultaneously avoiding burnout.
Challenges and Interventions in Monitoring and Evaluating Virtual Team Performance
Research suggests that the implementation of virtual teams can provide organizations with many
potential benefits—remote working options to greater attract and retain employees, enhanced
project decision quality stemming from the firm’s ability to place the best individuals together on a
team regardless of geographical location, closer contact to customers worldwide, along with a host
of others. However, the benefits afforded by virtual teams are also coupled with many challenges—
such as effectively monitoring and evaluating virtual team performance. This paper aims to provide
insight into what current research has identified as the major roadblocks in monitoring and
evaluating virtual team performance, along with research-derived recommendations regarding
how to improve upon these challenges.
Virtual Teams: Work/Life Challenges- Keeping Remote Employees Engaged
Remotely located employees are quickly becoming a norm in the modern workplace in response to
evidence that telecommuters save on costs and produce more efficiently. There are many
intangible benefits also felt with the increasing prevalence of remote employees. Telecommuters
are more satisfied with their work/life balance and report lower rates of job burnout. Though there
are also many well-identified setbacks remotely located managers and employees may face.
Employers see the most success with telecommuting by first recruiting the people best fit to fill
these remote roles. However, the process of developing remote employees is a process that
requires constant monitoring. The purpose of this paper is to identify the best practices being used
by companies to keep remote employees engaged while simultaneously avoiding burnout.
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