Cautious Connections: An Empirical Inquiry into Managers’ Attitudes Towards the Effectiveness of Pharmaceutical Global Virtual Teams

As organizations shift from traditional office settings to virtual work environments, attitudes toward virtual teams have become increasingly varied. This transition has sparked significant academic debate over how to best assess virtual team effectiveness. While existing research highlights strategies for optimizing global virtual teams, the attitudes of the managers who lead them remain a critical missing piece. This study examines those attitudes, laying the groundwork for future research on how managerial perspectives influence the performance of global virtual teams within the pharmaceutical industry. We apply cognitive-based attitude theories to explore the feelings, emotions and perceptions of managers working on global virtual teams. Our findings reveal that positive attitudes influence perceived virtual team effectiveness. To thrive, virtual teams require clarity of goals, trust, communication, and accountability. By addressing these areas, organizations can build stronger, more resilient teams that support long term success. This research also provides actionable guidance for improving team structures, organizational practices, and value creation.