A Critique of "Challenges in Managing Cross-cultural Virtual Project Teams"

Part I: Introduction 

This paper presents a critique of an article by Marković, Krumov, and Nikitović (2014) titled “Challenges in managing cross-cultural virtual project teams”. While the virtual platform offers cross-cultural project teams a chance to work despite geographical limitations, it is difficult to create a boundary between work and home. Therefore, managers have an important role to play in addressing the challenges associated with the virtual platform as well as the cross-cultural workforce. 

Part II: Summary 

The authors address the challenges that managers face when dealing with cross-cultural virtual teams. The first challenge arises from the fact that the teams are made up of members from different cultures leading possible language and cultural differences. The second challenge comes from the virtual platform, where members of teams work from their homes. According to the authors, it is difficult for managers to create a boundary between home and the workplace. The key topics covered in this article include “virtual teamwork” and “cross-cultural teamwork”, which offers scholars empirical evidence regarding the role of managers in facilitating cross-cultural communication. 

Part III: Review and Evaluation 

Although the authors mentioned the institutions in Serbia and Bulgaria they are working with, they failed to mention their academic qualifications or positions. This raises the question on the credibility of their findings. Regarding the method applied, the review of 84 peer-reviewed articles supports the main ideas presented throughout the paper. The organization of the paper allows readers to follow the authors’ line of thoughts leading to the conclusion. However, the secondary data used and the lack of a well-defined methodology chapter weakens the paper and reduce it into a literature review. For example, there is a possibility that the authors picked only those studies that support their argument since there is no explanation regarding the inclusion and exclusion criteria. The possibility of biasness means that there might be other studies that would support counterarguments. Based on these limitations, the authors partially succeeded in making their point. 

Part IV: Conclusion 

I agree with the authors’ argument since they are all supported by empirical evidence from various studies. Unfortunately, most of the journal articles used in developing the argument are outdated; hence, they may not reflect the current workplace. However, the article has opened my eyes regarding the role of leaders in facilitating cross-cultural virtual teamwork. I would recommend this article to my coworkers or friends s that they can be equally enlightened. 

Part V: Application 

Based on the arguments presented in this article, I expect the cross-cultural virtual workforce to face cultural barriers. Therefore, teamwork will assist in breaking these barriers since the virtual interactions at the team level will allow members to share about their cultures. Various team building activities can assist in breaking the cultural barriers. For example, “Map the Group” is an activity that allows the manager to create a simple document that is editable by all team members. With a dedicated chat channel, members can share fun facts about their localities and the specific activities that define their culture. 

References 

Marković, D., Krumov, K., & Nikitović, Z. (2014). Challenges in managing cross-cultural virtual project teams.  International review , (1-2), 7-24.