Management in distance teams: a control between distance and proximity?

While studies in social sciences traditionally approach the issue of distance management from the angle of the effect distance may have on performances and on team cohesion, this paper questions the necessary conditions to build proximity in the context of geographical dispersed teams. Based on qualitative semi-structured interviews within 8 of such teams, this study shows the central role played by control tools when trying to build proximity at a distance. This contribution ends with a reflexion on the legitimation of such control by team members of distance teams