To state a cliche', it's seems that the world is getting smaller. As science and technology continue to make unprecedented advancements toward perfecting one primary system of global communication, we're now able to connect anywhere on earth with record speed and ease. Not only has this shaped our personal lives, but it has also had a dramatic impact on the marketplace and how we conduct business. Now, in order to succeed, one must embrace the changes inspired by this transition into a global economy and utilize the tools available to make any organization a success. One way to do this is to incorporate the use of virtual teams. Research shows that "new developments in the use of computer and Internet-based communication enable organizations to globalize and benefit from their culturally diverse and geographically dispersed workforce"" (Erez, Lisak, Harush, Glikson, Nouri, & Shokef, 2013, p. 331). However, in addition to the advantages accompanying the changes in a global and virtual world, there are also several challenges. Time difference and breakdown of communication, group norm development, differences in rank, and cultural variances are all factors that can hinder the success of a virtual team. Therefore, it is important for management to recognize these struggles and develop a set of norms that can help facilitate successful communication, participation, decision-making, and conflict resolution of a virtual team. As a leader of a ten person, multi-country project, we explore the structure and function of the team and determine specific ways in which to not only cope with such a complex and dynamic environment, but also to thrive. .
The teams in the case study are from all over the world. They are from California, New York, and Hong Kong, which makes it more difficult for the group members because they are dealing with different time zones and working hours. This team has some huge disadvantages, and it is causing complications and unnecessary problems.
