Abstract The adoption of virtual teams across engineering organizations continues to rise, given the added benefits compared with co-located teams. However, virtual teams face additional challenges related to managing tasks, communication, and collaboration, requiring distinct facilitation practices for efficient governance. Engineering leaders and organizations should be aware of such practices to enable successful outcomes of their virtual teams. This research presents a four-pillared holistic model for enabling successful virtual project team performance. The model is built on four pillars: (i) Governance Methodology, (ii) Human Interaction, (iii) Technology Management, and (iv) Organizational Environment. A research construct was established to determine the correlating relationships and predictive capabilities between the four model pillars and project performance. The research findings confirmed that each pillar has a strong, positive correlation with project performance, and overall, all four pillars are positive predictors of the performance of a project. Discussion of the results, along with the implications for engineering managers, stakeholders, and organization leaders are presented along with the study limitations and areas for future research.

中文翻译：

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用于提高工程虚拟项目团队绩效的四支柱整体模型

摘要 虚拟团队在工程组织中的采用不断增加，因为与同地团队相比具有额外的好处。然而，虚拟团队面临着与管理任务、沟通和协作相关的额外挑战，需要不同的促进实践来实现有效的治理。工程领导者和组织应了解此类实践，以确保他们的虚拟团队取得成功。这项研究提出了一个由四个支柱组成的整体模型，用于实现成功的虚拟项目团队绩效。该模型建立在四大支柱之上：(i) 治理方法论，(ii) 人际互动，(iii) 技术管理，以及 (iv) 组织环境。建立研究结构以确定四个模型支柱与项目绩效之间的相关关系和预测能力。研究结果证实，每个支柱都与项目绩效有很强的正相关关系，总体而言，所有四个支柱都是项目绩效的积极预测因素。结果的讨论，以及对工程经理、利益相关者和组织领导者的影响，以及研究的局限性和未来研究的领域。