Developing Project Team Cohesiveness in a Virtual Environment

Developing Project Team Cohesiveness in a Virtual Environment

Lisa Toler
ISBN13: 9781466696884|ISBN10: 1466696885|EISBN13: 9781466696891
DOI: 10.4018/978-1-4666-9688-4.ch009
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MLA

Toler, Lisa. "Developing Project Team Cohesiveness in a Virtual Environment." Strategic Management and Leadership for Systems Development in Virtual Spaces, edited by Christian Graham, IGI Global, 2016, pp. 136-159. https://doi.org/10.4018/978-1-4666-9688-4.ch009

APA

Toler, L. (2016). Developing Project Team Cohesiveness in a Virtual Environment. In C. Graham (Ed.), Strategic Management and Leadership for Systems Development in Virtual Spaces (pp. 136-159). IGI Global. https://doi.org/10.4018/978-1-4666-9688-4.ch009

Chicago

Toler, Lisa. "Developing Project Team Cohesiveness in a Virtual Environment." In Strategic Management and Leadership for Systems Development in Virtual Spaces, edited by Christian Graham, 136-159. Hershey, PA: IGI Global, 2016. https://doi.org/10.4018/978-1-4666-9688-4.ch009

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Abstract

As more projects require the specialized technical skills of those who work in virtual environments due to dispersed geographic locations, project managers of these distributed virtual teams (DVT) must gain insight into achieving project success amongst team members who hold varying operational and world perspectives. When organizational managers decide to implement virtual teams (VT), can they develop strategies to overcome the lack of social interaction, cultural differences, and preconceived notions that can hinder the development of a collaborative and cohesive team? In addition, leading DVTs in a manner that encourages collaboration, diversity, competency building, open communication, and overcoming feelings of isolation must be met in this technology-based environment. This chapter addresses the dilemma of managers in which they must have a clear understanding of what communication and relationship-building techniques and management systems are best suited.

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