A thematic analysis on a study on effectively managing virtual teams created due to covid-19 pandemic

Commerce and Management

Many businesses have switched to a virtual office as a result of the COVID-19 epidemic and the laws against social distance. As more businesses go to remote teams, it is essential to first comprehend the unique requirements and traits of virtual teams. This study emphasizes developing trust, effective communication, and performance management as the primary areas of concentration in order to assure the efficacy of virtual teams through the analysis of several peer-reviewed articles and other texts. The worldwide software development industry has been a leader in adopting novel methods and setups for remote teamwork using information and communication technology on a broad scale in the digital age. Crises and technology advancements have interacted to transform the ways that people work. The term "teleworking" was first used to describe using distant computer equipment to access office equipment and avoid driving around in traditional automobiles during the so-called oil crisis of the 1970s. The first virtual work teams were then implemented in software development companies starting in the 1990s, thanks to the development of communications and the widespread use of the Internet. These organisations already possessed some of the crucial qualities required to work in this way, including cultural diversity, characterized tasks, and geographical distribution of members, communication, and interdependence of tasks, leadership, cohesion, empowerment, confidence, and vitality.

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