Improvements in transportation and communication technology and a reduction in economic and political barriers are amongst the factors that are increasing globalisation. One consequence of globalisation is that it is encouraging the use of multinational teams. Coupled with the changing nature of work and continuous improvement in collaborative software, virtual working in multinational teams is growing in popularity as a cost-effective way of operating. The study of the human resource implications of this new and virtually borderless frontier of collaborative working is lagging behind the rapidly advancing technology.
This paper distils theory with recent research findings in virtual teaming. This is the term used to describe project teams working across time and space using electronic media. The authors contend that the key competencies in successful virtual teaming can be clustered under the headings of technology, leadership and culture. The paper explores the literature under these headings, focusing on culture and adding findings from research projects undertaken independently by the authors with ABB and IBM.1
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