Chapter 2 Self Organising and Virtual Teams
Published: October 2018
Component type: chapter
Published in: Principles of Sustainable Project Management
Parent DOI: 10.23912/9781911396857-3884
Amid the shift towards digital economies in the context of globalisation, project team members are required to work together remotely, utilising the current highly accessible technology (Han and Beyerlein, 2016). Virtual teams are growing rapidly in today’s world as companies are being involved in a constant fight for existence, due to the very vibrant and continuous competition which makes organizations emerge in different countries. Being a global organisation involves synchronization among people situated in diverse geographical areas, thus there arises the necessity for managing global virtual teams, assigned to resolve issues at a global level (Paul et al., 2016).
The existence of a variety of technologies allows companies to have access to a large pool of talented people located all over the world, as it reduces costs and facilitates cooperation among different locations and time zones (Paul et al., 2016). According to Hertel et al. (2005), the allocation of work among employees has become more efficient due to the evolvement of technology.
Consequently, for international companies to collaborate with each other and to have high performing virtual teams, there has been a need to consider the impact of cultural diversity on virtual teams’ practices and performance (Han and Beyerlein, 2016). This discussion should also include self-organising teams in the context of agile methodologies and beyond. In addition, studies have been focusing on how emotional intelligence impacts teams and groups (Wolff et al., 2001). However, limited research has been conducted on how culture and emotional intelligence impact virtual team performance in the context of project management.
This chapter aims to discuss the critical area of managing project teams with emphasis on the relationship between culture, communication, emotional intelligence and trust in self-organising and virtual teams, and how the interaction between these factors impact team performance. This attempts to answer the call by the sixth edition of the PMI PMBOK that emphasised the importance of developing the soft skills of project managers in the pursuit of enhancing project management practice amid the growing interest in sustainability in general. In addition, this endorses and further justifies the suggested paradigm shift that the authors advocate, in pursuit of sustainable project management.
- Mohamed Salama, Herriot Watt University (Author) https://orcid.org/0000-0001-5212-082X
- Maria Mataj, MedNet (Author)
For the source title:
- Mohamed Salama, Herriot Watt University (Editor) https://orcid.org/0000-0001-5212-082X
Salama & Mataj, 2018
Salama, M. & Mataj, M. (2018) "Chapter 2 Self Organising and Virtual Teams" In: Salama, M. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/9781911396857-3952
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