Best practices of high-technology globally dispersed teams

Globalization is changing the way business is conducted. It is a given that people will work in teams separated by time and distance yet stitched together through various forms of technology. Although globally dispersed teams work differently, the literature indicates basic team principles remain relevant. This thesis explores those characteristics that lead to effective initiation of globally dispersed teams. A brief literature review is provided to summarize several frameworks of effective teams. The review then focuses specifically on the cultural and alignment literature that is often overlooked but is extremely important to global team success. Interviews were conducted in a high-technology manufacturing company that is in the process of initiating a globally dispersed worldwide quality team. The fieldwork is analyzed using a three-dimensional model, then best practices are identified and recommendations presented.

Department dc:contributor.department

Sloan School of Management.

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2000

Author dc:creator

• Winn, Don (Don Lawrence), 1963-

Advisor dc:contributor.advisor

• Janice A. Klein.

• Sloan School of Management.

Statement dc:rights

• M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.

Licence dc:rights.uri

• http://hdl.handle.net/1721.1/9191

Language dc:language.iso

eng

Handle dc:identifier.uri

http://hdl.handle.net/1721.1/9191

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/9191