The Future of Global Work: Challenges and Recommendations for Global Virtual Teamwork

Tobias Blay; Fabian Jintae Froese

doi:10.1007/978-3-031-06003-8_11

The Future of Global Work: Challenges and Recommendations for Global Virtual Teamwork

Tobias Blay, Fabian Jintae Froese

Department of Business Administration

Research output: Chapter in Book/Report/Conference proceeding › Chapter

3 Citations (Scopus)

Abstract

The nature of global work is changing. While the past was dominated by the relocation of expatriates across borders, multinational enterprises (MNEs) increasingly embrace global virtual work, often via global virtual teams (GVT). Based on a comprehensive and up-to-date literature review, this chapter provides implications for theory and practice. We classify GVT by dispersion (temporality, diversity, location) and technological context (type and value of technology). To succeed in GVT, team members need to possess cultural intelligence and virtual intelligence. Considering the demanding work context of GVT, MNEs should pay attention to the well-being and work–life balance of their GVT employees.

Original language	English
Title of host publication	Contributions to Management Science
Publisher	Springer Science and Business Media Deutschland GmbH
Pages	237-252
Number of pages	16
DOIs	https://doi.org/10.1007/978-3-031-06003-8_11
Publication status	Published - 2022

Publication series

Name	Contributions to Management Science
ISSN (Print)	1431-1941
ISSN (Electronic)	2197-716X

Bibliographical note

Publisher Copyright:
© 2022, Springer Nature Switzerland AG.

All Science Journal Classification (ASJC) codes

Business and International Management
Strategy and Management
Management Science and Operations Research
Marketing
Management of Technology and Innovation

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10.1007/978-3-031-06003-8_11

Cite this

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abstract = "The nature of global work is changing. While the past was dominated by the relocation of expatriates across borders, multinational enterprises (MNEs) increasingly embrace global virtual work, often via global virtual teams (GVT). Based on a comprehensive and up-to-date literature review, this chapter provides implications for theory and practice. We classify GVT by dispersion (temporality, diversity, location) and technological context (type and value of technology). To succeed in GVT, team members need to possess cultural intelligence and virtual intelligence. Considering the demanding work context of GVT, MNEs should pay attention to the well-being and work–life balance of their GVT employees.",

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AB - The nature of global work is changing. While the past was dominated by the relocation of expatriates across borders, multinational enterprises (MNEs) increasingly embrace global virtual work, often via global virtual teams (GVT). Based on a comprehensive and up-to-date literature review, this chapter provides implications for theory and practice. We classify GVT by dispersion (temporality, diversity, location) and technological context (type and value of technology). To succeed in GVT, team members need to possess cultural intelligence and virtual intelligence. Considering the demanding work context of GVT, MNEs should pay attention to the well-being and work–life balance of their GVT employees.

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The Future of Global Work: Challenges and Recommendations for Global Virtual Teamwork

Abstract

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All Science Journal Classification (ASJC) codes

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