Critical success factors of global virtual teams (GVTs): a study based on UK information technology experts’ opinion

Purpose This study aims to examine the critical success factors of global virtual teams (GVTs) working in the information technology industry in the UK. It also focuses on the ranking of the success factors and shedding light on the perceived cause-and-effect relationship between the factors. Design/methodology/approach Data was collected from executives working in the IT industry in the UK. Fuzzy DEMATEL analysis was incorporated to generate results. Findings The findings suggest that overcoming perceived and temporal distance, empowerment, integrative approach, members’ competencies and cultural intelligence are considered to be causal variables. In contrast, effective team leadership, trust, commitment to task and communication are regarded as an effect. In terms of the degree of importance, communication was ranked in first place. Effective team leadership and overcoming perceived and temporal distance were found to be in second and third place. Empowerment was found to be in the last position in terms of the degree of importance. Originality/value To the best of the authors’ knowledge, this paper is among the first research on GVTs in the UK IT industry context. Also, using the Fuzzy DEMATEL approach differentiates it from the previous studies. The perceived cause-and-effect analysis of the current study using the experts’ opinions has a direct policy-making application as well, which makes the finding easy to use by practitioners and policymakers at the same time.