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This research explores the meaning of inclusive behavior of team leaders and members in the context of GVTs. The author focuses on implicit biases underlying inclusive behaviors. By investigating biases, this bachelor thesis provides a collection of exemplary behavior and best practices to overcome them.
As inclusive behavior in GVTs is a field of expertise that has not been explored extensively in relation to implicit biases, this research aims to add to the existing research.
It is based on primary and secondary data. The literature review is used to develop a comprehensive understanding of the challenges of GVTs, the leadership responsibilities, and building trust. It also investigates team effectiveness on the example of Project Aristotle as well as the impact of implicit biases on GVTs. Survey results and in-depth interviews with members of two GVTs uncover realistic examples for the aspects comprised in the literature review.
The results show that literature and reality correspond to a large extent. Furthermore, they reveal the impact of different levels of inclusive behaviors on teams’ ability to work together over a distance. While GVTs face many challenges, they see new opportunities in technology to extend beyond those.
The conclusion centers the importance of various communication channels and informal encounters as key to inclusive behaviors for GVT. Moreover, limitations to the research and a critical assessment for future research are discussed in the conclusion.
The paper focuses on the complexity of effective cross-cultural communication and trust building (chapter 2). In chapter 2.1 the cultural and medial impact on communication is discussed. Different tools, their capability of transferring a message and culturally-based preferences are examined. In chapter 2.2 the paper continues with analyzing the importance of trust. High-Trust and Low-Trust Teams are analyzed, outlining the differences that lead to success. Furthermore, cultural implications on the trust behavior and relationship building capabilities are described. The theoretical part of the thesis concludes with chapter 2.3 by connecting effective cross-cultural communication and trust building, pointing out their interdependence.
The second part of the paper is based on the theoretical part one of the thesis. After introducing a focus group in chapter 3.1 from a German automotive company where team members are based across Europe, the virtuality of this HR team is analyzed. In order to derive best practices from the team, structured interviews are carried out in chapter 3.2. The online survey and the subsequent expert interviews with each of the 11 team members analyze their communication and trust behavior. The findings from the survey point out commonalities and differences with what can be found in literature.
The paper concludes with chapter 4, highlighting the importance of the topic and the relevance for today’s companies. Working virtuality becomes increasingly important and, therefore, understanding the communication and trust behavior in a VT is essential for both management and each member in the team. Ensuring accessibility of various tools, encouraging the members to share best practices and provide the team with cultural training, not only to raise awareness but also to strengthen the ties, is highly relevant in making a difference in today’s global and ever changing economy.