Onboarding in Global Virtual Teams: The Case of a Global Financial Organization
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Date
2024-01-03
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747
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Abstract
We explore onboarding in the context of global virtual teams (GVTs) with our findings from a qualitative case study with a leading global organization in the financial services industry. Through interviews with GVT members and leaders, we contribute to the literature in three ways: (a) revealing that onboarding in GVTs with dynamic membership is an ongoing practice (instead of a one-off activity); (b) identifying two categories of practices (known onboarding practices from the traditional literature and GVT-specific practices); and (c) suggesting that onboarding in GVTs with dynamic membership is not the organization’s and the leader’s responsibility alone, but existing and incoming members have a role to play too. We discuss our theoretical and practical contributions, and close with our study’s limitations and future research directions.
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Virtual Collaboration, Organizations, and Networks, global virtual teams, new joiners, onboarding, remote working., socialization, training
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10 pages
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Proceedings of the 57th Hawaii International Conference on System Sciences
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Attribution-NonCommercial-NoDerivatives 4.0 International
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