Students describe a Global Virtual Teams course integrating a week-long factory simulation with cross-cultural, technology-mediated collaboration between U.S. and French teammates.
📊 Quick Facts
| Type | Interview |
| Author | Alexandre GAIN |
| Published | April 1, 2026 |
| Source | Visit Source |
| Location(s) | WENGER Business Center |
🖼️ Illustrations
📝 Abstract
[Summary generated by AI] In this video, the person interviewed outlines a newly introduced Global Virtual Teams course that integrates leadership training with an Operations module to simulate real-world, distributed teamwork. Resources included a week-long factory simulation platform requiring coordinated decisions on inventory orders, processing speeds, and pricing; collaboration technologies such as video conferencing, screen sharing, and asynchronous messaging; and mixed teams composed of local students and peers based in France. Methods emphasized self-directed team governance, including defining decision rights, mapping key decision points and obstacles, allocating tracking responsibilities, and carefully managing time-zone differences. Participants applied operations concepts iteratively, using performance feedback to adjust inventory, throughput, and pricing, while adopting explicit communication protocols—especially clarifying intent and over-communicating—to mitigate cross-cultural misinterpretation. The person interviewed contrasts faster, informal exchanges with co-located classmates against a more formal register with remote teammates, highlighting the role of proximity in shaping communication norms. Outcomes included successful completion of the simulation, documented decision logs and strategies, and durable competencies for multinational, technology-mediated collaboration. The experience delivered practical readiness for professional environments where distributed, cross-cultural teamwork and digital platforms are the norm.