Contents
1 Anywhere, Anytime, and with Anyone—Virtual Workplace
2 What Is a Global Virtual Team?
3 Characteristics and Elements of Global Virtual Teams
Culturally Distinctive, Culturally Synergistic
Working Together, Working at a Distance
Technology Dependent, Technology Savvy
Different Times, Different Urgency
SECTION II CULTURE AND ITS MEANING
4 Overview of Culture and Cultural Values
Artifacts, Products, and Symbols
5 Edward Hall: High-Context versus Low-Context Intercultural Communication
SECTION III DISTRIBUTED DECISION-MAKING PROCESSES AND ACTIVITIES
7 Overview of Distributed Decision-Making Process
Theoretical Models of Decision-Making Process
Active Months of Participation
Distribution of Active Participants
Distribution of Less Active Participants
Civil Society’s Contributions in the Decision-Making Processes
Problem Identification Process
Problem Identification Behaviors
SECTION IV CULTURAL INFLUENCES ON DISTRIBUTED DECISION MAKING
11 Online Communicative Behaviors Based on Cultural Variations
High-Context Cultural Orientation
Low-Context Cultural Orientation
12 Intercultural Communication Styles
Intercultural Communication Style: Indirect versus Direct
Intercultural Communication Style: Ambiguous versus Detailed
Individualism versus Collectivism
Task Oriented versus Relationship Oriented
SECTION V STRATEGIES AND COMPETENCIES FOR MANAGING GLOBAL VIRTUAL TEAMS
14 What Global Leaders Should Know about Managing “Working Together at a Distance”
Are You Experiencing Virtual Cultural Shock?
15 Why GVT Leaders Need Intercultural Competencies
Intercultural Competency Is Indispensable to Global Virtual Teams
What Is Intercultural Competency?
CAB Intercultural Competency Framework
16 How to Manage GVTs—Dos and Don’ts for Culture and Decision Making for Global Leaders
Managing Distributed Decision Making in a GVT
The Dos and Don’ts of Cultural Orientation for GVT Leaders
17 Culture Counts! “It Is Not What You Said, But How You Said It!”