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Global academic virtual teams versus corporate virtual teams

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dc.contributor.authorPunnett, Betty Jane
dc.contributor.authorGalperin, Bella L.
dc.contributor.authorLituchy, Terri R.
dc.contributor.authorMelyoki, Lemayon L.
dc.contributor.authorSenaji, Thomas Anyanje
dc.contributor.authorTaleb, Ali
dc.date.accessioned2023-02-15T17:24:06Z
dc.date.available2023-02-15T17:24:06Z
dc.date.issued2022
dc.description.abstractOver the past twenty years or so, many academics and practitioners have, in some way, addressed the question, “What makes a virtual team succeed or fail?” Most of this literature has dealt with virtual teams that are associated with businesses/organizations or corporate virtual teams (CVTs). There is less discussion of the unique aspects of academic virtual teams (AVTs) and the best practices for these teams. In this chapter, we focus on AVTs, their characteristics, and approaches for creating and managing them to ensure successful performance. Virtual teams provide significant advantages—reduced travel costs, the enhanced possibility for team members collaborating on projects regardless of distance, and the ability to draw on the best talent from anywhere in the world. Our objective is to make practical recommendations for designing and managing AVTs. This has become even more relevant today in light of the Covid-19 pandemic, which has resulted in most academic activities moving from in-person to virtual. For example, in the summer of 2020, planned in-person conferences associated with groups such as the Academy of Management and the Academy of International Business were all conducted virtually. We expect that there will be more virtual collaboration in the academic world in the future, and understanding what makes AVTs succeed will be ever more important.
dc.identifier.citationPunnett, B.J., Galperin, B., Lituchy, T., Melyoki, L., Senaji, T., Taleb, A. (2022). Global academic virtual teams versus corporate virtual teams. In V. Taras (Ed.), The X-Culture Handbook of Collaboration and Problem Solving in Global Virtual Teams (pp. 118-131). Greensboro: UNC Greensboro University Libraries. https://doi.org/10.5149/9781469669809_Taras
dc.identifier.doihttps://doi.org/10.5149/9781469669809_Taras
dc.identifier.urihttps://hdl.handle.net/20.500.14078/3003
dc.language.isoen
dc.rightsAttribution-NonCommercial-ShareAlike (CC BY-NC-SA)
dc.rights.urihttps://creativecommons.org/licenses/by-nc-sa/4.0/
dc.subjectcorporate virtual teams
dc.subjectacademic virtual teams
dc.subjectvirtual teams
dc.titleGlobal academic virtual teams versus corporate virtual teamsen
dc.typeBook Chapter

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