work force telecommutes from home — more than triple the level of 2000 (Sloan Review, 2009). In addition, as companies trim staff positions in areas such as information technology, accounting and public relations, they are relying more heavily on freelance workers (AQP, 2002). Telecommuting and remote work arrangements will accelerate in the coming decades in response to the ongoing globalization of work, ever- increasing customer demands and the cost and time of commuting. In 2001, 15% of employed persons worked from home at least once a week (U.S. Census Bureau, 2003).Given today’s interdependent global economy, companies are incorporating continuous improvement tools and techniques that cross geo-political boarders, time zones and cultural diversity. Nevertheless, these elements can be barriers to assembling effective global teams unless virtual teaming, collaboration, cooperation, and trust are established. Virtual teams emerge as one of the more important management tools available to companies.
Many of the elements that constitute successful face-to-face teams are also necessary for successful virtual teams. The key factors of success include:
• High levels of trust.
• Clear communication and scope.
• Strong leadership.
• Appropriate levels of technology.
Nevertheless organizations who establish virtual teams face certain obstacles, which can hinder high-level performance. Such barriers to success include multiple time zones, language, and different approaches to conflict resolution. The failure or breakdown of trust, communication, leadership and technology in virtual teams can have severe consequences.
References
AQP (2002), ‘‘Virtually trusting: creating team trust virtually’’, News for a Change, AQP, January, available at: www.west.asu.edu/tqteam/library/Articlesref.htm
Sloan Review, 2009
U.S. Census Bureau, 2003
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