The dark and bright sides of global virtual teams on employee well-being: a systematic review

Purpose The increasing use of Global Virtual Teams (GVTs) has reshaped global work arrangements in multinational organisations. However, employees in GVTs face distinct challenges, including cultural differences, time-zone dispersion, and intensive use of technology, which may affect their well-being. While prior reviews have examined virtual teams more broadly, they have not distinguished between domestic and GVTs and have mainly focused on psychological well-being. This limits understanding of how GVT's unique features influence employees’ overall well-being. This study examines how working in GVTs influences employees' physical, psychological, and social well-being. Design/methodology/approach The study systematically reviews 40 articles on employee well-being in GVTs. Findings were analysed using thematic analysis, guided by the Job Demands-Resources (JD-R) framework. Findings Key job demands, including role ambiguity and cognitive overload, undermine employee well-being. Personal and Job resources at the task, organisational, and social levels mitigate these job demands. Employees experience both positive outcomes (e.g. job satisfaction and positive relationships) and adverse outcomes (e.g. burnout and work-life conflict). Research limitations/implications The study highlights limited research at the team and organisational levels and calls for multilevel approaches. Originality/value The paper provides a theory-driven synthesis of the dark and bright sides of employee well-being in GVTs.