Factors in the formation of productive distributed teams in the context of global digital transformations

The total digital transformation of the economy creates new opportunities for business development and reshapes perceptions of work, as physical presence is no longer a mandatory condition for collaboration. Individuals are becoming less dependent on traditional forms of employment and increasingly oriented toward creativity and self-realization. Remote work, in which interaction takes place through digital platforms, provides flexibility, reduces companies’ costs, and opens access to global talent. However, despite the availability of modern digital tools, many organizations fail to achieve the expected level of productivity, while transaction costs associated with communication continue to increase. It can therefore be argued that technologies alone do not guarantee effectiveness; rather, the key factor lies in the formation of productive teams and the application of appropriate management technologies. The article examines the essence of distributed teams as organizational structures in which team members are physically located in different places and collaborate through the use of communication technologies. The remote work format significantly alters communication dynamics, team role structures, and feedback mechanisms. Under such conditions, it becomes essential to assess both the individual contribution and the level of team interaction of each team member. The factors influencing the formation of productive distributed teams are systematized and divided into four groups. The first group comprises communication and collaboration factors, which require clearly defined rules for regular communication, the use of collaboration and transparency software, and effective management of time zone differences. The second group includes leadership and management factors, such as clear goal setting, regular feedback, and a flexible management style. The third group of factors relates to the development of team culture, encompassing the formation of team cohesion and trust, awareness of and respect for cultural differences (i.e., consideration of intercultural management principles), as well as the proactivity and self-organization of distributed team members. The fourth group of factors covers resources and the working environment, namely technological support, the creation of comfortable home working conditions, and the maintenance of work–life balance.