The study aims to determine whether team-specific elements like trust, behavioral control, task interdependence and leadership qualities as well as communication elements like language barriers, cultural differences and communication tools, influence virtual team performance.
A quantitative method was used where a questionnaire was circulated to employees of multinational corporations in France who work in teams, and a final sample size of 284 individuals was obtained.
The results revealed a positive effect of trust among team members on virtual team performance, a positive impact of leadership skills on virtual team performance, a negative impact of the cultural gap on virtual team performance and a significant influence of communication tools and information richness on virtual team performance.
The originality of this study lies in its focus on the nuanced impact of virtual team-specific factors, such as trust and leadership skills and communication factors, including tools and information richness, on team performance in a French multinational context. By empirically examining these relationships within virtual teams, the research addresses a critical gap in understanding how cultural dynamics and communication strategies uniquely influence performance in virtual environments, particularly in a European setting where such factors may differ from those observed in other regions. By focusing on the French framework, the study enriches discussions on virtual team effectiveness and provides practical insights for managing remote collaboration in a globalized work environment.
