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“Virtual teams are literally and metaphorically invisible” Forging identity in culturally diverse virtual teams

“Virtual teams are literally and metaphorically invisible” Forging identity in culturally diverse... Purpose – This paper aims to examine the impact of perceived cultural differences in forging identity in virtual teams. Whilst there has been a great deal of research on team identification, little has been written about the influences of the virtual context on this process. Design/methodology/approach – The study reported in this paper was conducted in four companies and seven virtual teams operating across the UK, the USA, Brazil, Singapore, Malaysia and Myanmar. Findings – The results show that perceived differences in national cultures and the way people work within the cultures has a significant impact on identification in virtual teams. This can lead to unhealthy racial and national stereotypes, which cause conflict between team members. The findings of this study highlight the importance of encouraging team members to value and understand differences and that it is necessary to promote a common goal to foster identification in international virtual teams. Originality/value – The research provides a critical analysis of virtual working across international boundaries, focusing on employees rather than the technology. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Employee Relations: An International Journal Emerald Publishing

“Virtual teams are literally and metaphorically invisible” Forging identity in culturally diverse virtual teams

Yee Au; Abigail Marks
Employee Relations: An International Journal , Volume 34 (3): 17 – Apr 21, 2012
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References (55)

Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
0142-5455
DOI
10.1108/01425451211217707
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to examine the impact of perceived cultural differences in forging identity in virtual teams. Whilst there has been a great deal of research on team identification, little has been written about the influences of the virtual context on this process. Design/methodology/approach – The study reported in this paper was conducted in four companies and seven virtual teams operating across the UK, the USA, Brazil, Singapore, Malaysia and Myanmar. Findings – The results show that perceived differences in national cultures and the way people work within the cultures has a significant impact on identification in virtual teams. This can lead to unhealthy racial and national stereotypes, which cause conflict between team members. The findings of this study highlight the importance of encouraging team members to value and understand differences and that it is necessary to promote a common goal to foster identification in international virtual teams. Originality/value – The research provides a critical analysis of virtual working across international boundaries, focusing on employees rather than the technology.

Journal

Employee Relations: An International Journal – Emerald Publishing

Published: Apr 21, 2012

Keywords: Virtual teams; Identification; Culture; Racial stereotypes; Social identity theory; Virtual organizations; Racial discrimination

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