A Report on Factors Driving High Performance in Global Virtual Teams

This report examines the factors driving high performance in global virtual teams (GVTs). It explores two points of view, highlighting the importance of technology, communication, and leadership. The first perspective emphasizes the "Purpose, People, and Process" model, along with diversity and inclusion, as key drivers. It stresses the significance of cultural understanding, active listening, and effective leadership. The second perspective focuses on team motivation, interpersonal relationships, and collaboration, while also underscoring the need for skills in action planning, problem-solving, and communication. Both perspectives agree on the critical role of technology, training, and building strong relationships within GVTs to achieve success. The report concludes that a balanced approach, focusing on team processes, and fostering strong relationships, is essential for achieving high performance and sustainable development in GVTs.

Managing the Multinational Corporation
Student Name:
Student University:
0

“Factors driving global virtual team delivering high performances”
Point of View-1
In today’s competitive business world, emerging multimedia, internet, group support systems
and collaborative software environments is creating new opportunities. It is due to forming of
global virtual teams (GVTs) within companies to remain competitive by working on complex
virtual projects. Managers face challenges such as communication while managing virtual
teams and maintaining high performances to reach success consisting cultural differences,
software, trust, collaboration, team cohesion, and environmental challenges (Johnston &
Rosin, 2011). It is essential to deliver high performances through enhancing global virtual
team with driving factors for accomplishing work. There is increment in technology,
globalization, and competition where training is one of the factors driving performance. The
model is created of three Ps consisting “Purpose, People, and Process, with Diversity &
Inclusion” as an overall framework to understand the success factors driving high-
performances by GVTs (Derven, 2020).
Hence, factors driving GVTs consists of valuing and understanding culture differences,
listening actively, broad use of leadership, and discovery and learning environment creation.
Also, these factors consider competencies of member, structure, communications, trust and
commitment, collaboration, and goals of GVT along with leadership skills, competencies,
and styles where workplace factors consists of functional, cultural and organisational
differences. Also, management consists of team, project, skills and knowledge, risk, and
information managements along with information communication technologies and
development tools, and external support and excellence standards (Nguyen, 2013). Thus,
there is a broad view while managing GVTs to result in high-performances through these
success or driving factors to improve sustainable development for long-term as well.
1

2

Point of View-2
Another point of discussion on the same topic with different perspective shows the
importance of global virtual teams (GVTs) where it is essential to drive factors delivering
high performances. It is essential to differentiate factors for GVTs high performance for
companies to implement strategies of high-impact to make GVTs more productive. These
factors include team motivation, results, interpersonal relationships, purpose and roles,
communication, and collaboration along with the support of stakeholders while focusing on
outcomes and effectiveness overall. There is a need for GVTs to develop skills in action
planning, managing change, problem solving and decision making along with collaboration,
and interpersonal skills and communication while facing challenges to drive factors in
delivering high performances (OnPoint, 2019). Hence, GVTs require consistency and
stability along with training and communication, and leadership which also requires
technology and investments.
In business, virtual teams help in running it smoothly and effectively which is a major
challenge to maintain while increasing. It is essential to build relationship along with the
challenges of over-reliance on electronic communications, building a share sense of purpose,
low trust and team cohesion, and less satisfaction as per the experience (Savitz, 2012). Here,
the driving factor describes reliance on the tools and platforms of greatest and latest
technology to make a strong relation between business outcomes and collaboration
excellence along with processing discipline and interpersonal skills. Thus, this perspective
shows the driving factors of GVTs while delivering high performances are striking a balance,
easing off on outcomes, beefing up the team processes, and building relationships by
increasing appreciation and boosting empathy.
3

References
Derven, M., 2020. ENHANCING GLOBAL VIRTUAL TEAMS THROUGH TRAINING.
[Online]
Available at: https://trainingmag.com/trgmag-article/enhancing-global-virtual-teams-through-
training/
[Accessed 11 March 2020].
Johnston, K. & Rosin, K., 2011. Global Virtual Teams: How to Manage Them. [Online]
Available at:
https://www.researchgate.net/publication/252004203_Global_Virtual_Teams_How_to_Mana
ge_Them
[Accessed 11 March 2020].
Nguyen, D. S., 2013. Success Factors for Building and Managing High Performance Global
Virtual Teams. International Journal of Sciences: Basic and Applied Research (IJSBAR),
9(1), pp. 72-93.
OnPoint, 2019. THE PROFILE OF SUCCESS: BUILDING HIGH PERFORMING VIRTUAL
TEAMS. [Online]
Available at: https://www.onpointconsultingllc.com/blog/2011/10/the-profile-of-success-
building-high-performing-virtual-teams
[Accessed 11 March 2020].
Savitz, E., 2012. Building Virtual Teams: Strategies For High Performance. [Online]
Available at: https://www.forbes.com/sites/ciocentral/2012/03/30/building-virtual-teams-
strategies-for-high-performance/#30add7be6b66
[Accessed 11 March 2020].
4

5