The role of intercultural communication in virtual team management
Description
This study explores the role of intercultural communication in virtual team management, focusing on multinational companies such as Lenovo, IBM, Microsoft, and Alibaba. The research investigates how cultural differences impact team performance, with a particular emphasis on team cohesion, communication frequency, and atmosphere. Using a mixed-method approach, the study combines quantitative data from a survey of 100 virtual team members and qualitative insights from case studies. Key findings reveal that cultural differences and team cohesion significantly enhance performance, while communication frequency and team atmosphere also play a critical role. However, communication tools and cultural training alone were found not to have a direct significant impact. The paper concludes with practical recommendations for managers, including establishing a "cultural diversity = opportunity" mindset, implementing cultural coordinators, and designing effective communication strategies to bridge cultural gaps in virtual teams.
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Steps to reproduce
This study collected cross-cultural communication cognition, attitudes, and practices of 100 multinational employees from different regions and countries around the world in Lenovo Group, a multinational company, through estimation. The questionnaires were sent to employees through a combination of email and social media. This study aims to understand how various factors such as team cohesion, cultural differences, communication tools, and training affect cultural communication and performance in virtual teams through regression analysis. The purpose of the study is to determine which variables have a significant impact on communication effectiveness and team dynamics in a cross-cultural virtual environment.
Institutions
- Moskovskij gosudarstvennyj universitet imeni M V Lomonosova Fakul'tet iskusstv