Globally distributed teams (GDTs) have become essential tools for organisations to expand, quickly adapt and restructure to remain competitive in the current economic climate. The theoretical literature has been discussing the advantages, but also the barriers, limitations and challenges in GDTs’ internal practices and processes. However, scholars have not yet sufficiently examined empirically the implications of cultural differences when teams operate in virtual contexts. To address this gap, this study aims to explore how different cultures interact and stimulate work collaboration in GDTs. Following the acquisition and merger of Volvo and Renault, we conducted a qualitative study of the collaborative work of GDTs located in Brazil, Sweden and France during the creation of Volvo Group’s VM truck. Our results highlight that the interaction of the three involved national cultures led to better collaboration between members of a GDT.
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The authors would like to thank Thomas Roulet, consulting Associate Editor of the M@n@gement journal, for his support, comments and suggestions that allowed us to significantly improve the paper. They also thank Hélène Delacour and the anonymous reviewers who, with their assessment, allowed the review process to continue and provided precious guidance. Finally, they thank the ISG professors who contributed to the development of the paper with their feedback and suggestions
© 2022 Reis et al