The challenges of managing cross-cultural virtual project teams

摘要

Purpose - This paper seeks to present the challenges reported by project leaders of cross-cultural geographically distributed, or virtual project teams operating within the matrix organisation of ABC, a multinational company based in Switzerland. Design/methodology/approach - The research is qualitative and exploratory, taking the form of inductive thematic analysis. Findings - The key themes reported to be of significance were the challenge of leadership, managing virtual aspects of communication and developing trust. Sub-themes consisted of managing the task, managing people, managing language and cultural issues and, lastly, managing the matrix. Practical implications - These include attention to the selection of leaders, continued facilitation of face-to-face communication in a virtual age and investment in language and intercultural training. Originality/value - Future research might investigate the complementary perspective of line management and take up the theme of high fluctuation of team members and leaders.