Virtual teams: a review of current literature and directions for future research
ACM SIGMIS Database
Process and technology challenges in swift-starting virtual teams
Information and Management
New product development team intelligence: Antecedents and consequences
Information and Management
Virtual organizational learning in open source software development projects
Information and Management
The role of trust in e-commerce relational exchange: A unified model
Information and Management
Identifying key factors affecting transnational knowledge transfer
Information and Management
A conceptual meta-framework for managing multicultural global virtual teams
International Journal of Networking and Virtual Organisations
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Global virtual teams (GVTs) allow organizations to improve productivity, procure global knowledge, and transfer best practice information instantaneously among team members. GVTs rely heavily on IT and have little face-to-face interaction, thereby increasing problems resulting from geographic barriers, time language, and cultural differences, and inter-personal relationships. The purpose of our study was to design a normative framework that would assist organizations in understanding the relationship between diversity, mutual trust, and knowledge sharing among GVTs, with additional focus on understanding the moderating impact of collaborative technology and task characteristics. Empirical data was collected from 58 GVTs and analyzed using a Hierarchical Multiple Regression technique. Results showed that in GVTs, deep level diversity has a more significant relationship with team processes of mutual trust and knowledge sharing than visible functional level diversity. This relationship is moderated by the collaborative capabilities of available technology and levels of interdependence of the task. Furthermore, knowledge sharing and mutual trust mediate the relationship between diversity levels and team effectiveness.