In response to the growing complexity of cross-border projects in the oil and gas industry, this study examines the dynamics of Global High-Performance Project Teams (GHPTs) during their early developmental phases. GHPTs differ from traditional global teams by their combination of transnational composition, high autonomy, cross-functional expertise, and reliance on distributed digital collaboration. Building on critiques of classical team development models, this research explores how cultural asymmetry, technological mediation, and geographical dispersion reshape team formation and conflict dynamics. Employing a sequential exploratory design, the study combines a targeted survey with a Delphi-style expert consultation. Six participants with extensive experience in GHPTs contributed to the study, providing rich, context-specific insights. Findings highlight that role clarity, structured communication practices, proactive conflict management, and the careful use of AI tools are critical to navigating the forming and storming phases in GHPTs. Trust-building is identified as a culturally contingent, ongoing process rather than a predictable stage of development. The study contributes a more dynamic, non-linear understanding of team development in global project environments.
Karlsen et al. (Thu,) studied this question.