Skip to main content
SpringerLink
Log in

Virtual teams and software project management success in a developing country: an empirical study

  • ORIGINAL ARTICLE
  • Published:
International Journal of System Assurance Engineering and Management Aims and scope Submit manuscript

Abstract

The globalization of software development processes and outsourcing of software development projects worldwide has led to the creation of virtual teams. These teams are fraught with challenges due to the geographical dispersion of members, differences in time zones, and different cultures. Virtual teams have become an essential aspect of software development projects. Even after many advancements in this area and the challenges posed by virtual teams, the current rate of software project success generates the need to study this area. A quantitative approach is used to study the responses provided by team members working as a part of a virtual team and involved in software projects in the Indian IT industry. The responses received were analyzed using regression analysis to propose and evaluate the proposed research model. The finding of the research indicates that virtual team attributes, such as technological augmentation, team dynamics, diversity, and strategic decision-making, have a significant impact on software project outcomes. In a Virtual team setting, the model developed during this research will serve as a valuable resource for the project leaders to comprehend the factors that influence project success and assist in implementing policies towards successful software projects. The research findings substantiate the previous research done for Virtual teams in developed countries, and the dimensions are evaluated in a completely new environment for developing countries like India.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1

Source: Author Creation

Fig. 2

Source: Author Creation

Fig. 3

Source: Author creation (Empirical result)

Similar content being viewed by others

References

  • Abarca VMG, Palos-Sanchez PR, Rus-Arias E (2020) Working in virtual teams: a systematic literature review and a bibliometric analysis. IEEE Access 8:168923–168940. https://doi.org/10.1109/ACCESS.2020.3023546

    Article  Google Scholar 

  • Abdulmuhsin AA, Tarhini A (2021) Impact of knowledge leadership on the challenges and innovative performance of virtual teams: an empirical examination in oil sector companies. Int J Knowl Manag Stud 12(1):1–33

    Article  Google Scholar 

  • Arora R, Mittal R, Aggarwal AG, Kapur PK (2023) Investigating the impact of effort slippages in software development project. Int J Syst Assur Eng Manag 14(3):878–893

    Article  Google Scholar 

  • Avikal S, Nigam M, Ram M (2022) A hybrid multi criteria decision making approach for consultant selection problem in ERP project. Int J Syst Assurance Eng Manag 1–10

  • Bhat SK, Pande N, Ahuja V (2017) Virtual team effectiveness: an empirical study using SEM. Procedia Comput Sci 122:33–41. https://doi.org/10.1016/j.procs.2017.11.338

    Article  Google Scholar 

  • Bradley BH, Baur JE, Banford CG, Postlethwaite BE (2013) Team players and collective performance: how agreeableness affects team performance over time. Small Group Res 44(6):680–711

    Article  Google Scholar 

  • Sze-Sze W, Burton RM (2000) Virtual teams: What are their characteristics, and impact on team performance? Comput Math Organiz Theory 6(4):339

    Article  Google Scholar 

  • Business Today Report (2023). India's GDP is now $3.75 trillion, says FinMin-BusinessToday https://www.businesstoday.in/latest/economy/story/indias-gdp-crosses-3-trillion-mark-hits-375-tn-in-2023-finance-ministry-385165-2023-06-12 Accessed on August 25, 2023

  • Cagiltay K, Bichelmeyer B, Akilli GK (2015) Working with multicultural virtual teams: critical factors for facilitation, satisfaction and success. Springer, Smart Learning Environments

    Google Scholar 

  • Campbell S, Greenwood M, Prior S, Shearer T, Walkem K, Young S, Bywaters D, Walker K (2020) Purposive sampling: complex or simple? Research case examples. J Res Nurs 25(8):652–661. https://doi.org/10.1177/1744987120927206

    Article  Google Scholar 

  • Caputo A, Kargina M, Pellegrini MM (2023) Conflict in virtual teams: a bibliometric analysis, systematic review, and research agenda. Int J Confl Manag 34(1):1–31. https://doi.org/10.1108/IJCMA-07-2021-0117

    Article  Google Scholar 

  • Chawla VK, Chanda AK, Angra S, Chawla GR (2018) The sustainable project management: a review and future possibilities. J Proj Manag 3:157–170

    Google Scholar 

  • Curseu PL, Schalk R, Wessel I (2008) How do virtual teams process information? A literature review and implications for management. J Manag Psychol 23(6):628–652

    Article  Google Scholar 

  • Dewar T (2006) Virtual teams—Virtually impossible? Perform Improv 45(5):22–25

    Article  Google Scholar 

  • Ferreira R, Pereira R, Bianchi IS, da Silva MM (2021) Decision factors for remote work adoption: advantages, disadvantages, driving forces and challenges. J Open Innov Technol Market Complex 7(1):70

    Article  Google Scholar 

  • Fossum KR, Binder JC, Madsen TK, Aarseth W, Andersen B (2020) Success factors in global project management: a study of practices in organizational support and the effects on cost and schedule. Int J Manag Proj Bus 13(1):128–152

    Article  Google Scholar 

  • Garro-Abarca V, Palos-Sanchez P, Aguayo-Camacho M (2021) Virtual teams in times of pandemic: Factors that influence performance. Front Psychol 12:624637. https://doi.org/10.3389/fpsyg.2021.624637

    Article  Google Scholar 

  • Germain ML, McGuire D (2014) The role of swift trust in virtual teams and implications for human resource development. Adv Develop Human Resources. Sage Journals

  • Gibbs JL, Sivunen A, Boyraz M (2017) Investigating the impacts of team type and design on virtual team processes. Hum Resour Manag Rev 27(4):590–603

    Google Scholar 

  • Gifford J (2022) Remote working: unprecedented increase and a developing research agenda. Hum Resour Dev Int 25(2):105–113. https://doi.org/10.1080/13678868.2022.2049108

    Article  Google Scholar 

  • Gilson LL, Maynard MT, Young NC, Vartiainen M, Hakonen M (2014) Virtual teams research: 10 years, 10 themes, and 10 opportunities. J Manag. Sage Journals

  • Glikson E, Erez M (2020) The emergence of a communication climate in global virtual teams. J World Bus 55(6):101001. https://doi.org/10.1016/j.jwb.2019.101001

    Article  Google Scholar 

  • Grotenhuis MT, Thijs P (2015) Dummy variables and their interactions in regression analysis: examples from research on body mass index. arXiv preprint arXiv:1511.05728

  • Handke L, Klonek FE, Parker SK, Kauffeld S (2020) Interactive effects of team virtuality and work design on team functioning. Small Group Res 51(1):3–47

    Article  Google Scholar 

  • Hertel GT, Geister S, Konradt U (2005) Managing virtual teams: a review of current empirical research. Hum Resour Manag Rev 15:69–95

    Google Scholar 

  • Horwitz FM, Bravington D, Silvis U (2006) The promise of virtual teams: identifying key factors in effectiveness and failure. J Eur Ind Train 30(6):472–494

    Article  Google Scholar 

  • Iacobucci D, Schneider MJ, Popovich DL, Bakamitsos GA (2016) Mean centering helps alleviate “micro” but not “macro” multicollinearity. Behav Res Methods 48:1308–1317

    Article  Google Scholar 

  • Ibraigheeth M, Fadzli SA (2019) Core factors for software projects success. JOIV Int J Inf Visualiz 3(1):69–74. https://doi.org/10.30630/joiv.3.1.217

    Article  Google Scholar 

  • Iyamu T, Adelakun O (2021) A global virtual team model to improve software development collaboration project. IseB 19(3):937–956. https://doi.org/10.1007/s10257-021-00530-7

    Article  Google Scholar 

  • Jackson SE, May KE, Whitney K (1995) Understanding the dynamics of diversity in decision-making teams. In: Guzzo RA, Salas E (eds) Team effectiveness and decision making in organizations. Jossey-Bass Inc, San Francisco, California, pp 7–261

    Google Scholar 

  • Jimenez A, Boehe DM, Taras V, Caprar DV (2017) Working across boundaries: current and future perspectives on global virtual teams. J Int Manag 23(4):341–349

    Google Scholar 

  • Jong R, Schalk R, Curseu P (2008) Virtual communicating, conflicts and performance in team. Team Perform Manag 14(7/8):364–380

    Article  Google Scholar 

  • Karl KA, Peluchette JV, Aghakhani N (2022) Virtual work meetings during the COVID-19 pandemic: the good, bad, and ugly. Small Group Res 53(3):343–365. https://doi.org/10.1177/10464964211015286

    Article  Google Scholar 

  • Kiely G, Butler T, Finnegan P (2022) Global virtual teams coordination mechanisms: building theory from research in software development. Behav Inf Technol 41(9):1952–1972. https://doi.org/10.1080/0144929X.2021.1909141

    Article  Google Scholar 

  • Kirkman BL, Stoverink AC (2021) Building resilient virtual teams. Organ Dyn 50(1):100825

    Article  Google Scholar 

  • Korrapati R, Rapaka SR (2009) Investigating the business management leadership style in technology sector that contribute to software project success with reference to offshore centers in India. Paper Presented at the Allied Academies International Conference

  • Kozlowski SW, Chao GT, van Fossen J (2021) Leading virtual teams. Organ Dyn 50(1):100842

    Article  Google Scholar 

  • Lipnack J, Stamps J (2000) Virtual teams: people working across boundaries with technology, 2nd Edition. ISBN: 978-0-471-38825-8

  • Lu L (2015) Building trust and cohesion in virtual teams: the developmental approach. J Organ Effect People Perform 2(1):55–72

    Google Scholar 

  • Martínez-Moreno E, Zornoza A, González-Navarro P, Foster TL (2012) Investigating face-to-face and virtual teamwork over time: When does early task conflict trigger relationship conflict? Group Dyn Theory Res Pract 16(3):159–171

    Article  Google Scholar 

  • Martins LL, Gilson LL, Maynard MT (2004) Virtual teams: What do we know and where do we go from here? J Manag 30:805–835

    Google Scholar 

  • Matos JLA, Lourenço RP (2013) Use and acceptance of social software in corporate environments. Manag Res J Iberoamerican Acad Manag 11(3):305–329

    Google Scholar 

  • Moran D (2009) The elusive definition of success with software projects. Retrieved from:http://www.softwareresults.us/2009/11/elusive-definition-of-success-with.html

  • Morley S, Cormican K, Folan P (2015) An analysis of virtual team characteristics: a model for virtual project managers. J Technol Manag Innov 10(1):188–203. https://doi.org/10.4067/S0718-27242015000100014

    Article  Google Scholar 

  • Morrison-Smith S, Ruiz J (2020) Challenges and barriers in virtual teams: a literature review. SN Appl Sci 2(6):1–33. https://doi.org/10.1007/s42452-020-2801-5

    Article  Google Scholar 

  • Muszyńska K (2022) Measuring communication management performance in virtual project teams. Procedia Comput Sci 207:3507–3515. https://doi.org/10.1016/j.procs.2022.09.409

    Article  Google Scholar 

  • Mwamba M, Malik MA (2022) The role of digital and virtual teams in project management Zambia centre for communications. Int J Sci Res Manag (IJSRM) 10(05):3383–3398. https://doi.org/10.18535/ijsrm/v10i5.em02

    Article  Google Scholar 

  • Nasir MdHN, Sahibuddin S (2011) Critical success factors for software projects: a comparative study. Sci Res Essays 6(10):2174–2186

    Article  Google Scholar 

  • NASSCOM 2022 Resilience to Resurgence -Technology Sector in India 2022. Retrieved from https://nasscom.in/knowledge-center/publications/technology-sector-india-2022-strategic-review

  • Nokes S (2007) The definitive guide to project management. 2nd Ed.. London (Financial Times / Prentice Hall). ISBN 978–0–273–71097–4

  • O'Keefe M, Chen ET (2011) The Impact of emergent web 2.0 on virtual teams. Commun IIMA 11(2)

  • Pereira J, Varajão J, Takagi N (2022) Evaluation of information systems project success–Insights from practitioners. Inf Syst Manag 39(2):138–155. https://doi.org/10.1080/10580530.2021.1887982

    Article  Google Scholar 

  • 3Pillar Global Report (2021) Why software development projects fail, https://www.3pillarglobal.com/insights/why-software-development-projects-fail/, Accessed on August 25, 2023

  • Prasad K, Akhilesh KB (2002) Global virtual teams: What impacts their design and performance? Team Performance Management, 2002; 8, 5/6; ABI/INFORM Global pg. 102

  • Presbitero A (2021) Communication accommodation within global virtual team: the influence of cultural intelligence and the impact on interpersonal process effectiveness. J Int Manag 27(1)

  • Rane SB, Narvel YA (2021) Leveraging the industry 4.0 technologies for improving agility of project procurement management processes. Int J Syst Assur Eng Manag 12:1146–1172

    Article  Google Scholar 

  • Rehman AU, Nawaz A, Abbas M (2020) Role of project management in virtual teams success. arXiv preprint arXiv:2008.13111. https://doi.org/10.48550/arXiv.2008.13111

  • Schaubroeck JM, Yu A (2017) When does virtuality help or hinder teams? Core team characteristics as contingency factors. Hum Resour Manag Rev 27(4):635–647

    Google Scholar 

  • Setyanitami V, Arini HM, Lathifah N (2023) People’s trust in a virtual project team: results of a game experiment. Jurnal Teknik Industri 25(1):65–78. https://doi.org/10.9744/jti.25.1.65-78

    Article  Google Scholar 

  • Shenoy Veena, Jha N (2018) Virtual working and work-life challenges of virtual employees. Int J Eco Manag 8

  • Standish Chaos report (2020) The Curious Case of the CHAOS Report 2009, https://www.projectsmart.co.uk/it-project-management/the-curious-case-of-the-chaos-report-2009.php, Accessed on August 25, 2023

  • Standish Chaos report (2021) Success Through Safe, htps://www.successthroughsafe.com/blog-1/2021/11/13/standish-chaos-report-2021, Accessed on August 25, 2023

  • Sullivan GM, Artino AR Jr (2013) Analyzing and interpreting data from Likert-type scales. J Grad Med Educ 5(4):541–542. https://doi.org/10.4300/JGME-5-4-18

    Article  Google Scholar 

  • Tam C, da Costa Moura EJ, Oliveira T, Varajão J (2020) The factors influencing the success of on-going agile software development projects. Int J Project Manage 38(3):165–176

    Article  Google Scholar 

  • Tannenbaum R, Schmidt WH (2016) How to choose a leadership pattern. In: Hooper A (ed) Leadership Perspectives. Routledge, Taylor and Francis Group, London, pp 75–84

    Google Scholar 

  • NASSCOM Tech Start-Up Report 2022 – Rising Above Uncertainty: The 2022 Saga Of Indian Tech Start-Ups retrieved from https://nasscom.in/knowledge-center/publications/nasscom-tech-start-report-2022-rising-above-uncertainty-2022-saga

  • Tsoy M, Staples DS (2021) What are the critical success factors for agile analytics projects? Inf Syst Manag 38(4):324–341

    Article  Google Scholar 

  • Vaidyanathan G, Sabbaghi A, Debrot C (2010) Critical success factors in managing virtual teams: framework and relationships. Issues Inf Syst 11(1):566–570

    Google Scholar 

  • Wu T (2022) Digital project management: rapid changes define new working environments. J Bus Strateg 43(5):323–331. https://doi.org/10.1108/JBS-03-2021-0047

    Article  Google Scholar 

  • Xue Y, Sankar CS, Mbarika VWA (2005) Information technology outsourcing and virtual team. J Comput Inf Syst Winter 45(2):9

    Google Scholar 

  • Zhang A (2022) The application of virtual teams in the improvement of enterprise management capability from the perspective of knowledge transfer. PLoS ONE 17(3):e0264367

    Article  Google Scholar 

  • Zuofa T, Ochieng EG (2021) Investigating barriers to project delivery using virtual teams. Procedia Comput Science 181:1083–1088

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Symbiosis International (Deemed University), Pune, India

    Rutuparn Anil Pandey

  2. Symbiosis Centre for Management Studies, SIU, Noida, India

    Nidhi Shridhar Natrajan, Rinku Sanjeev &  Chitra

Authors
  1. Rutuparn Anil Pandey
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Nidhi Shridhar Natrajan
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Rinku Sanjeev
    View author publications

    You can also search for this author in PubMed Google Scholar

  4. Chitra
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Nidhi Shridhar Natrajan.

Additional information

Publisher's Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Appendices

Appendix 1: Data collection questionnaire

1.1 Questionnaire

Name of the respondent:

 

Name of the organization:

 

Designation:

 

Contact number:

 

Email:

 

Name of the project: (A brief description requested)

 

Completion status of the project (in %):

 

Duration of project (in months):

 

Type of project:

a) R&D b) Customization

c) Maintenance d) Other

Kindly answer the following questions on a seven-point scale.

Where,

‘1’ indicates ‘Strongly Disagree’‘2’ indicates ‘Disagree’.

‘3’ indicates ‘Disagree Somewhat’ ‘4’ indicates ‘Undecided’.

‘5’ indicates ‘Agree Somewhat’‘6’ indicates ‘Agree’.

‘7’ indicates ‘Strongly Agree.

Sl.No

Statements

Scale

1

2

3

4

5

6

7

1

To what extent would you agree or disagree that the project conformed to the estimated budget of the project?

       

2

To what extent would you agree or disagree that the project conformed to the estimated time of the project?

       

3

To what extent would you agree or disagree that the project conformed to the functional requirement of the software developed?

       

4

To what extent would you agree or disagree that the cultural diversity in the project team was managed (through the collaboration tool in the software project)?

       

Note: Collaborative tool- Tools like Jing, Dropbox, Huddle etc. have project management suites and workspaces, group task-managers, and collaborative productivity and conferencing applications

5

To what extent would you agree or disagree that the diversity in time zone in the project team was managed (through the collaboration tool in the software project)?

       

6

To what extent would you agree or disagree that the geographical diversity in the project team was managed (through the collaboration tool in the software project)?

       

7

To what extent would you agree or disagree that the trust with in the project team was maintained (through the collaboration tool in the software project)?

       

8

To what extent would you agree or disagree that the coordination with in the project team was managed (through the collaboration tool in the software project)?

       

9

To what extent would you agree or disagree that the leadership in the project team was executed (through the collaboration tool in the software project)?

       

10

To what extent would you agree or disagree that there was use of Common standards in the project?

       

11

To what extent would you agree or disagree that there was Clarity of roles & responsibilities in the project?

       

12

To what extent would you agree or disagree that there was Adaptability to new platform in the project?

       

13

To what extent would you agree or disagree that there was Conformity to the agreed functionality in the project?

       

14

To what extent would you agree or disagree that there was Reusability of technical objects in the project?

       

15

To what extent would you agree or disagree that there was Clarity of mission in the project

       

16

To what extent would you agree or disagree that there was Clarity of requirements in the project?

       

17

To what extent would you agree or disagree that there was Customer expectation were realistic in the project?

       

18

To what extent would you agree or disagree that there was Participation of team in decision making in the project?

       

19

To what extent would you agree or disagree that there was Job satisfaction in the project, while working in virtual environment?

       

20

To what extent would you agree or disagree that there was Recognition & motivation in the project, while working in virtual environment?

       

Note: Virtual Team- A virtual team is formed when at least one of the members of the team works in a different location, time zone or culture

Appendix 2: Construct validity

 

Component

   
 

Team diversity

Team dynamics

Technology augmentation

Strategic decision

Cultural issues

0.573

0 0.028

0.075

0.091

Time zone difference

0.803

 − 0.034

 − 0.173

 − 0.063

Geographical diversity

0.832

0.09252

0.26454

0.143

Trust

 − 0.389

0.715

0.098

 − 0.217

Coordination

0.038

0.926

0.473

 − 0.362

Leadership Issues

0.186

0.914

0.24

0.055

Knowledge transfer

0.162

0.032

 − 0.133

0.033

Structure of project task

 − 0.132

 − 0.029

0.133

0.067

Clarity about roles & responsibility

0.023

0.076

0.187

0.534

Lack of common standards

0.039

0.046

0.716

0.261

Adaptability to hardware/ software

0.102

 − 0.38

0.873

0.066

Buggy release or missing feature

 − 0.023

0.013

0.863

 − 0.028

Reusability of the technical objects and security

0.261

 − 0.046

0.772

0.162

Clarity of mission

0.023

0.076

0.187

0.534

Clarity of requirement

0.388

0.102

0.065

0.906

Customer expectation

 − 0.154

 − 0.0515

0.028

0.941

Participation of members-decision

0.566

0.50228

0.25597

0.813

Job satisfaction

 − 0.554

0.013

0.032

0.185

Recognition & motivation

0.018

0.136

 − 0.333

0.028

Rights and permissions

Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law.

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Pandey, R.A., Natrajan, N.S., Sanjeev, R. et al. Virtual teams and software project management success in a developing country: an empirical study. Int J Syst Assur Eng Manag (2024). https://doi.org/10.1007/s13198-024-02290-2

Download citation

  • Received:

  • Revised:

  • Accepted:

  • Published:

  • DOI: https://doi.org/10.1007/s13198-024-02290-2

Keywords

Search

Navigation