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As global virtual teams (GVT) are more prevalent in organizations, it becomes increasing imperative to understand knowledge sharing dynamics within GVT. This paper uses adaptive structuration theory and proactive structuration theory as a foundation to explore how the IT structure and social structures impact on knowledge sharing within GVTs, and investigate how organizational interventions can be applied to support more effective knowledge sharing. The data was collected in a project involving 13 GVTs from 4 different regions. Discussion focuses on managing conflict and maximizing contribution. Conclusions will be presented in the end.