Global virtual team communication, coordination, and performance across three peer feedback strategies

Global virtual teams (GVTs) are faced with numerous communication and coordination difficulties. This study examined whether peer feedback, implemented via a quasi-experiment, strengthened linkages between GVT communication, coordination, and performance. Drawing upon self-regulation as a critical mechanism underlying team effectiveness, we proposed a model in which the indirect relation between communication and performance, mediated by process coordination, would be stronger as peer feedback intensity increased. The effects of 3 feedback strategies were investigated: (a) feedback given and received only at project completion, (b) feedback given weekly, but not distributed until project completion, and (c) feedback given and received weekly. We examined this model using a large sample of GVTs (n = 1,839 teams; n = 13,224 individuals) and multilevel, multisource data. Results supported a stronger indirect effect between communication frequency and performance, via process coordination, when GVT members gave and received weekly feedback. These findings suggest GVTs should use structured peer feedback systems that allows giving and receiving regular feedback. Further implications for research and practice are considered