Culture Matters

Chapter 16

How to Manage GVTs—Dos and Don’ts for Culture and Decision Making for Global Leaders

Introduction

In a multinational corporate setting, a global virtual team (GVT) leader must be culturally competent so that he or she can maximize the synergistic value of working in a heterogeneous team. In addition, a GVT leader must be technologically competent in order to fully exploit the multifunctional collaborative tools necessary for working virtually. In this chapter, I provide some useful decision-making strategies for GVT managers that take into account the influence of differing cultures. I provide culturally based guidelines in terms of the dos and don’ts for managing GVTs effectively and developing high-performing teams.

A key question ...