Success Factors for Building and Managing High Performance Global Virtual Teams

With the phenomenon of globalization, the global virtual team (GVT) is widely recognized as an innovative functioning atmosphere that relies mostly on information communication technologies (ICTs). A global virtual team is specified as a different entity whose members come from different global work locations, may not have a mutual background, is organizationally scattered, collaborate using asynchronous and synchronous ICTs, and frequently built on an impromptu basis. Hence, boundaries such as geographical space, time, and organizations are no longer conceived as major impediments for small teams to function together. Yet, numerous GVT work challenges remain as these teams involve in globally distributed collaborative efforts. Numerous of the complexities emerge from workplaces factors (e.g., cultural, functional, and organizational differences), team technologies usage, management approaches, leadership dilemmas, and technological impediments. The purpose of this paper is to present and synthesize the success factors generally accepted as critical in building and managing high performance GVTs. These success factors consisted of GVT (e.g., structure, membe