Essays on Global Virtual Teams: Diversity and Inclusiveness

Abstract

This dissertation aims to explore different aspects of factors that affect the inclusiveness in global virtual teams (GVTs) and comprises three studies with one literature review (Study 1), and two empirical studies (Study 2 and Study 3). Study 1 provides a comprehensive overview of the existing GVT research landscape and identifies key research gaps, offering valuable directions for future studies. Building on the insights and inspiration from Study 1, Studies 2 and 3 specifically address the important yet underexplored challenge of inclusiveness in GVTs.

To better assist the readers’ understanding of this dissertation, I will clarify a key term central to this work. The inclusiveness construct follows the definition of Shore et al. (2011) and refers to the extent to which individuals feel a sense of belonging within the group (belongingness) while also having their unique differences recognized and valued (uniqueness). The focus is specifically on the workplace from organizational management perspective and does not extend to other broader discussions.

With a same philosophical positioning and a shared focus on inclusiveness, Studies 2 and 3 both rely on empirical data sources—company data for Study 2 and student data for Study 3—and employ quantitative research methods (regression and hierarchical linear modelling for Study 2, and partial least squares structural equation modelling for Study 3). Study 2, grounded in leader-member exchange (LMX) theory, identifies two key factors that contribute to fostering inclusiveness: perceived supervisor support and differentiated supervisor support within teams. It further highlights that differentiation in support, particularly for members facing social identity barriers (e.g., racial minorities), enhances their sense of belongingness. However, this approach is less effective in fostering a sense of uniqueness for members in different time zones. Study 3, drawing on job demands-resources (JD-R) theory, establishes a positive relationship between job role clarity and inclusiveness, emphasizing that a unified within-team job role clarity can strengthen this relationship.

This dissertation contributes to the literature by empirically testing and validating factors, including their extension to group diversity dimensions, that enhance inclusiveness within the specific context of GVTs. In doing so, it extends the core concepts of LMX theory and JD-R theory to address the more complex dynamics of GVTs compared to traditional teams.