VIRTUAL TEAM: A BOON FOR ORGANISATIONS IN A GLOBALISED WORLD.

VIRTUAL TEAM: A
BOON FOR
ORGANISATIONS IN A
GLOBALISED WORLD

INTRODUCTION
◦ The scope of marketing department have
increased manifolds in the globalised
enterprises
◦ The global expansion have challenges to
manage a dispersed team and maintaining
coordination between them
◦ The cost of having a physical space in foreign
land is a costly affair
◦ Virtual marketing teams enables organisation
to reap the benefit of having a local presence,
and yet have the same or increased efficiency
of a traditional face-to-face centralised office.

FLEXIBILITY
◦ Employees can work from any location
◦ Local business associates and clients expect to have a local base so that
they are able to interact with them
◦ Do not have any time bound, and have the flexibility of working as per
the need of the hour
◦ Virtual marketing team will ensure that the work is done smoothly,
without the interruption in time zone

DIVERSE WORKFORCE
◦ Important to hire people who will understand the local culture and customs
◦ a significant factor in cross-cultural negotiations
◦ virtual team comprising of local workforce will reap the benefit of staying local but
thinking global
◦ help in fostering diverse talents in the organisation
◦ head office makes little effort and expense in training employees in cultural
differences between the two countries

OPPOSITION TO VIRTUAL
TEAMS
◦ Opponents of virtual teams opines that the virtual teams are detrimental to
organisational culture
◦ Lack of supervision decreases the efficiency level
◦ Stanford professor Nicholas Bloom researched that people telecommuting
have better concentration on their jobs
◦ Video conferencing and virtual face-to-face meetings enables one to connect
with people from distant places easily
◦ Staying connected has helped to develop a sense of community and
understanding among various teams

CONCLUSION
◦ Virtual teams have the advantage
over traditional face-to-face team
◦ No expense of building or renting out
a physical space in foreign countries
◦ Virtual teams have the flexibility and
autonomy to enjoy a work-life
balance
◦ Digital communication system
enables virtual teams to collaborate
and develop a trusting relationship

REFERENCES
◦ Bloom, N., Liang, J., Roberts, J. and Ying, Z. (2014). Does Working from Home
Work? Evidence from a Chinese Experiment *. The Quarterly Journal of
Economics, 130(1), pp.165-218.
◦ Fan, K.T., Chen, Y.H., Wang, C.W. and Chen, M., 2014. E-leadership effectiveness in
virtual teams: Motivating language perspective. Industrial Management & Data
Systems, 114(3), pp.421-437.
◦ GILSON, L. L. et al. (2015). Virtual Teams Research: 10 Years, 10 Themes, and 10
Opportunities. Journal of Management, 41(5), pp.1313–1337.
◦ Hofstede, G. (1985). THE INTERACTION BETWEEN NATIONAL AND
ORGANIZATIONAL VALUE SYSTEMS. Journal of Management Studies, 22(4),
pp.347-357.
◦ Jean Louis, R. and Simons, D., 2014. Business Cycles Synchronicity and Income
Levels: Has Globalisation Brought us Closer Than Ever?. The world economy,
37(5), pp.592-624.