Managing virtual teams in multinational companies

dc.contributor.authorMogale, Lizzy
dc.contributor.authorSutherland, Margaret Mary
dc.date.accessioned2010-11-19T08:59:05Z
dc.date.available2010-11-19T08:59:05Z
dc.date.issued2010
dc.description.abstractGlobalisation and advances in technology have led to the rapid increase in permanent virtual teams in multinational companies as a form of competitive advantage. The main purpose of this research was to identify perceptions on leadership preferences and factors enabling or inhibiting the effective leadership of virtual teams. The qualitative phase of this research generated in-depth knowledge on the constructs for phase 2, which consisted of a survey of 59 respondents from four continents. The outcome revealed that socio-emotional leadership capabilities are key to success in the leadership of multinational virtual teams. Specific recommendations are made to virtual team leaders on the basis of consistent views expressed by managers and subordinates on findings on the relative importance of key leadership skills, plus the enablers and inhibitors of managing virtual teams.en
dc.identifier.citationMogale, L & Sutherland, M 2010, 'Managing virtual teams in multinational companies', South African Journal of Labour Relations, vol. 34, no. 2, pp. 7-24. [http://www.journals.co.za/ej/ejour_labour.html]en
dc.identifier.issn0379-8410
dc.identifier.urihttp://hdl.handle.net/2263/15316
dc.language.isoenen_US
dc.publisherGraduate School of Business Leadership and the Department of Business Management, University of South Africaen_US
dc.rightsGraduate School of Business Leadership and the Department of Business Management, University of South Africaen_US
dc.subjectVirtual teams (Work teams)en
dc.subject.lcshMultinational work teamsen
dc.subject.lcshInternational business enterprises -- Employeesen
dc.subject.lcshVirtual work teamsen
dc.subject.lcshLeadershipen
dc.titleManaging virtual teams in multinational companiesen
dc.typeArticleen

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