This paper examines the effects of management functions on the performance of diverse teams working on projects in the Information Technology (IT) industry, as well as the impact of their performance on organizational sustainable performance. Grounded on organizational management and work team management specific empirical studies and literature, we clarified the content of management functions in the framework of teamwork and acknowledged manners to express the performance of teams distinguished through diversity, as well the most relevant positive effects of team results on organizational performance. On the above basis, we built the online questionnaire. The study involved 189 respondents, who work either in Romania or in the Czech Republic on IT field specific projects. Empirical results show that, individually, some management functions are connected with co-workers’ and teams’ performance, while others are not, but considered together, in interdependence with joint effects, they influence the team’s performance and the organization’s performance from the perspective of its sustainable strategic competencies.

This paper pursued to identify whether there are differences between virtual and face-to-face teams concerning their ability to develop a natural and incremental chain of linkages between individual, team and organization level effectiveness, in the context of interactions between their multicultural members and of interdependence that teamwork entails. The novelty and relevance of the research consist in empirically testing the above chain, along with the differences and similarities between virtual and co-located teams, on a sample of 159 respondents working in multicultural IT project teams from Romania and the Czech Republic. Structural equation modelling based empirical findings show statistically insignificant differences regarding the construction of the chain of effectiveness between virtual and co-located multicultural teams. Complementary, in terms of average values for all three levels of results, the face-to-face multicultural teams are superior to virtual multicultural ones, limited by the exclusion of team reaction time and lifespan from the research model.