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Understanding culture-specific leadership relationship in a multi-cultural virtual project team (MVPT): a case study

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  • Zhangying He
  • Tojo Thatchenkery

Abstract

In the 21st century business environment, successful international project management requires special attention to team leaders' leadership styles from different culture backgrounds. This case study explores an intergroup conflict that occurred during a global product development project within an international company which utilised a virtual team. The virtual team consisted of team members with different cross-functional roles, from teams and offices in the People's Republic of China, the USA, and the UK. The conflict was centred on the management of the project as well as leadership style differences in approaching resource allocation among headquarters, local offices, and external partners. This case study demonstrates that when conflict happens in a multi-cultural virtual project team (MVPT), a successful resolution is dependent on the leadership styles of team leaders. The study distinctly reveals the effect of leadership for reshaping the culture of virtual teams and how doing so will impact team performance for the duration of the project.

Suggested Citation

  • Zhangying He & Tojo Thatchenkery, 2011. "Understanding culture-specific leadership relationship in a multi-cultural virtual project team (MVPT): a case study," International Journal of Business and Globalisation, Inderscience Enterprises Ltd, vol. 7(4), pages 446-458.
    • Handle: RePEc:ids:ijbglo:v:7:y:2011:i:4:p:446-458
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    Cited by:

    1. Thienel, Benjamin, 2016. "Introducing a New Approach combining Communicative Capabilities and Social Software for an Optimized Handling and Improved Transparency of Virtual, International Projects," Journal of Applied Leadership and Management, Hochschule Kempten - University of Applied Sciences, Professional School of Business & Technology, vol. 4, pages 82-106.

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