Purpose This study examines how participants in global virtual teams (GVTs) perceive collaboration challenges and success factors, rather than assuming cultural diversity is inherently disruptive. By focusing on participants’ interpretations of cultural differences and contrasting established theoretical barriers with the retrospective reflections of early career participants for whom virtual collaboration tools are familiar rather than novel, this study aims to determine if operational and adaptive skills outweigh national cultural differences in shaping collaboration outcomes and competency development. Design/methodology/approach Survey data from 81 participants were analyzed using an exploratory mixed-methods approach. Quantitative analysis and thematic coding examined participant reflections on their teamwork experience. Findings The findings of this study indicate that participants’ interpretations of GVT collaboration diverge from commonly cited assumptions in the literature. Cultural differences were not widely reported as major sources of disruption. Communication emerged as the most critical factor associated with perceived team effectiveness, followed by shared goals and a positive team attitude. Participants also reported perceived growth in intercultural communication, adaptability and cross-cultural collaboration skills. This study offers insight into how participants interpret GVT collaboration, emphasizing the importance of team processes and individual adaptability. Research limitations/implications Self-report surveys are appropriate for capturing personal reflections, yet they may introduce interpretation and survey-related biases. While the sample consists of university students, participants engaged in an authentic global virtual collaboration context around real business problems, offering a setting that captures important features of global virtual teamwork. Future research is encouraged to explore a variety of measurement approaches and examine similar dynamics across varied organizational settings. Practical implications Managers should prioritize training and support in the areas that emerged as key perceived enablers of collaboration and competency development: communication, coordination strategies, informal trust-building and goal alignment. Originality/value This study offers a nuanced, perception-based understanding of GVT experiences through the voices of participants. This study emphasizes team processes and offers theme-driven insights into how early-career, digitally fluent individuals experience virtual collaboration.
Chiappara et al. (Tue,) studied this question.