Abstract:

This paper reports on human resource governance (HRG) that was explored in an ethically cleared, qualitative case study on effective virtual teams in the software industry of South Africa. Embedded in corporate governance, human resource management (HRM) and general management; HRG is recognised as a control mechanism employed by management. People risks in the software industry are common, with technology cited as a contributing factor. A purposive sample was selected, while data were collected by means of an electronic questionnaire. The data were analysed by means of content analysis. Empirical evidence suggests that the traditional hierarchical role and purpose of a team leader and a team manager could be compromised in virtual teams; inflexible process management augments technology risks; and cross-country compliance with legislation contributes to greater knowledge creation. This study contributes to the emerging body of knowledge on the effective functioning of virtual teams and HR governance.

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