Oct.+1+Summary+Sign-up

Buchel, M. (1996). Accelerating change**.** //Training & Development,// //50// (4), 48 - 52. **Practical** **(Supplemental)** **Amy Warneka, J Howell**

Cogburn, D.L. & Levinson, N.S. (2003). U.S.–Africa virtual collaboration in globalization studies: Success factors for complex, cross-national learning teams. //International Studies Perspectives, 4//, 31-54. **Empirical (Supplemental) Zhuo Ban **

Oertig, M., & Buegri, T. (2006). The challenges of managing cross-cultural virtual project teams. //Team Performance Management, 12//(1/2), 23-30. **Empirical /Practical (Supplemental)** ** C. Blomeke, J. Creswell **, Faryal Dina

Robertson, M., & Swan, J. (2003). “Control - what control…” Culture and ambiguity within a knowledge intensive firm. //Journal of Management Studies,// 40(4), 831-358. **(Supplemental)** **Kristen Imboden**

Vogel, D. R., Van Genuchten, M., Lou, D., Verveen, S., Van Eekout, M., & Adams, A. (2001). Exploratory research on the role of national and professional cultures in a distributed learning project. //IEEE Transactions on Professional Communication, 44//, 114-125. **Empirical (Supplemental)** ** Brian Britt **, Jeremy Johns

Workman, M. (2005). Virtual team culture and the amplification of team boundary permeability on team performance. //Human Resource Development Quarterly, 16//, 435-458. **Empirical (Supplemental)**

Zakaria, N., Amelinckx, A., & Wilemon, D. (2004). Working together or apart? Building a knowledge-sharing culture for global virtual teams. //Creativity and Innovation Management, 13//(1), 15-27 - ** Emily Haas-Warren **