Cristina B. Gibson

Susan G. Cohen

Virtual Teams That Work offers a much-needed, comprehensive guidebook for business leaders and managers who want to create the organizational conditions that will help virtual teams thrive. Each chapter in this important book focuses on best practices and includes case studies and illustrative examples from a wide variety of companies, including British Petroleum, Lucent Technologies, Ramtech, SoftCo, and Whirlpool Corporation. These real-life examples demonstrate how the principles identified in the book play out within virtual teams. Virtual Teams That Work shows how organizations can put in place the structure to help team members who speak different languages and have different cultural values develop effective ways of communicating when there is little opportunity for the members to meet face-to-face. The authors also reveal how organizations can implement performance management and reward systems that will motivate team members to cooperate across multiple boundaries. And they offer the information to determine which technologies best fit a variety of virtual-team tasks and the level of information technology support needed.

Creating Conditions for Virtual Team Effectiveness

Virtual Teams That Work

P. Christopher Earley

This authored book's purpose is to extend and consolidate the evolving literature on multinational work teams by developing a comprehensive theory that incorporates a dynamic, multilevel view of such teams. The model used by the authors focuses on various features of the team's members, their interactions as a team, and the organizational context in which they operate. The concept of integration and differentiation, as well as the notion of equilibrium are used as a general force guiding the specific processes that link various levels of analysis in the model. Providing a framework for scholars and students in the field of organizational studies, this book presents: *a comprehensive review of the literature related to multinational and multicultural teams; *an overview of the specific model driving our thinking along with an extensive description of the component parts; *the individual and group-level elements of teams and their members; *the linking processes that connect various elements and structures; *the catalysts that give rise to changes in various elements and structures described in the theory section; and *a general integration of the model and an application of this framework for understanding MNT's in diverse cultural contexts.

Cristina B. Gibson

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