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You are a Stranger! Examining the Process of Swift Trust Formation in Global Virtual Teams Using Team Model and Cross-Cultural Theoretical Framework

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[Technical Report, Final Report]

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Choosing the right communication platforms for virtual collaboration is also important. In our study, GVT members heavily relied on Facebook and Whatsapp. Everyone could be reached anytime and anywhere, yet it was still a challenge to achieve high-performing teams. In this study, using Halls theoretical lens, we found that GVT members exhibited three distinctive communication patterns and behaviors. This is significant for MNCs because teams cannot be successful without good, clear communication. Members of GVTs need to be aware of, sensitive to, and competent at interacting with other cultures. They may not have the opportunity to meet face-to-face to rectify any miscommunications or misinterpretations that surface in the course of a project. Team members also need to be aware of their own cultural habits and how they impact their ability to communicate and to achieve goals in a short period of time. The implication of this study is that individuals with accommodating and diverging learning styles tend to be those with high-context cultural values, while individuals with converging and assimilating learning styles tend to be those with low-context cultural values. Furthermore, each individual also has his or her own communication style, which may contribute to or detract from working effectively on a GVT. MNCs need to train their people in cross-cultural literacy, a crucial intercultural communication competency for any global virtual project. In sum, future research should focus on aspects that tie intercultural communication patterns and styles to high performing team behaviours.

Subject Categories:

  • Personnel Management and Labor Relations
  • Computer Systems

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[A, Approved For Public Release]