Global virtual teams for value creation and project success: A case study

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What does it take to be a virtual team player? The knowledge, skills, abilities, and other characteristics required in virtual teams (2016, methodology): “In contrast to prior research that developed taxonomies based on empirical data (e.g., Lee-Kelley & Sankey, 2008), we deliberately followed a theory-driven top-down approach.”
The centrality of communication norm alignment, role clarity, and trust in global project teams (2016, background): “For example, Lee-Kelley and Sankey (2008) found that unclear roles and responsibilities of GPT members act as barriers to effective communication within teams.”
The Handbook of Global Outsourcing and Offshoring (2009, background): “different conversational styles, different subjective interpretations (Lee-Kelley and Sankey 2008).”
Manager emotional intelligence and project success: The mediating role of job satisfaction and trust (2016, background): “Trust has been found to be a predictor of project performance (Maurer, 2010) and project effectiveness (Diallo and Thuillier, 2005; Kadefors, 2004; Lee-Kelley and Sankey, 2008; Park and Lee, 2014; Webber and Klimoski, 2004), stakeholder satisfaction (Bresnen and Marshall, 2000), creativity and probl”