Behavioral adaptation within cross-cultural virtual teams

By Danielle Anawati, Annemieke Craig. IEEE Transactions on Professional Communication, 2006

136 citations recorded by the source corpus.

Subfields: Communication, Management of Technology and Innovation, Social Psychology

View Paper: https://www.semanticscholar.org/paper/b68b016ff6b441cfb10cd6408921337cfc2fc4bc

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. John E. Mathieu
2. M. Maynard
3. Lucy L. Gilson
4. Bradley L Kirkman
5. Michael R. Kukenberger
6. Benson Rosen
7. J. Cordery
8. Soo Jeoung Han

In Management of Technology and Innovation

1. John E. Mathieu
2. M. Maynard
3. Lucy L. Gilson
4. Bradley L Kirkman
5. Benson Rosen
6. Michael R. Kukenberger
7. J. Cordery
8. Michael Beyerlein

In Social Psychology

1. John E. Mathieu
2. M. Maynard
3. Lucy L. Gilson
4. Bradley L Kirkman
5. Michael R. Kukenberger
6. Benson Rosen
7. J. Cordery
8. Soo Jeoung Han

Citations in the corpus

• Virtual Teams Research (2015, background): “In addition, VT members may need to adapt their behavior as a result of cross-cultural compositional factors (Anawati & Craig 2006).”
• Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance (2013, background): “Global virtual group members also prefer either face-to-face or videoconferencing, especially early in a group’s lifespan (Anawati and Craig, 2006), and global virtual teams that use some face-to-face meetings perform better than those that do not (Davis and Bryant, 2003).”
• Framing the Effects of Multinational Cultural Diversity on Virtual Team Processes (2016, background): “For example, each culture’s religious beliefs can increase coordination difficulties because leaders need to consider religious holidays when scheduling events (Anawati & Craig, 2006).”