5. Conclusions
Virtual teams are becoming an integral construct for managing global dynamic organizations. While prior research concentrated on the effect of cultural differences among team members on team performance, this paper concentrates on thinking and information processing traits of team members. The paper used one commonly known measurement termed HBDI. Not all teams are created equal and not all perform the same tasks. Therefore, the paper identified three types of teams each having a particular domain for its operation: innovative, knowledge, and quality. This distinction allows organization to capitalize on its intellectual capital based on thinking styles. At the lower organization level, teams must have capitalized on employee whose goal and task oriented in quality teams (Q A & B). However, as we move higher the organization, organizations must stress the use of employee who are visionary and capable of delivering the massage to other members of the team and play the facilitator role (Q D and C). Overall the objective is to create balanced teams in all four quadrants as it relates to team type. The paper proposes team leader rotation to assist in team management and operations. In fact, such rotation may take care of some of the problems created by cultural diversity as well. Our future research will expand the prototype to team evaluation, and the creation of appropriate knowledge management system, as well implement the complete system eventually.
