This document discusses building the right culture for remote teams. It examines organizational adaptation theory and transactional theory, which suggest that companies should either mimic their entire organization's culture, create a hybrid approach, or use an entirely remote team. It also notes that clear goals, effective leadership, a positive culture, and ensuring employees feel valued are important factors for remote team success. However, the document does not provide evidence or references to support its claims and lacks details about methodology.

1. 1
BUILDING THE RIGHT CULTURE FOR THE REMOTE
TEAM IN AMAZON
COMPANY IN UNITED STATES.
Trae Clavo
Doctor of Business Administration (Candidate)
Current Topics in Leadership and Management (Bus-8010-
X007)
Dr. Robert Roller
Sept 11, 2022
2
Table of Contents
INTRODUCTION……………………………………………………
…….2
Objectives……………………………………………………………
…….3.0
Research
problem………………………………………………………….3.1

2. LITERATURE
REVIEW……………………………………………………4.0
Organizational Adaptation
Theory……………………………………………4.1
The Transactional
Theory…………………………………………………….4.2
Analysis………………………………………………………………
……….5
Methodology…………………………………………………………
……….6
Research
Design……………………………………………………………….6.
1
Target
Population……………………………………………………………
….6.2
Demographic
Analysis………………………………………………………….6.3
Limitations……………………………………………………………
…………8
Conclusion……………………………………………………………
…………9
3

3. BUILDING THE RIGHT CULTURE FOR THE REMOTE
TEAM IN AMAZON
COMPANY IN UNITED STATES.
Introduction
The ability to work remotely, from anywhere in the world, is a
potential boom for
businesses. It can help them recruit and retain employees and
lower their costs by giving them
access to skilled workers who might otherwise price out of their
markets. However, when
companies opt for remote work as their only option, they may
find a workforce that does not
coordinate well due to differences in location or time zone. To
build the right culture for remote
teams, the use of virtual workspaces can create a better work
experience for everyone involved.
Objectives
This study investigates whether the right culture can be built
remotely.
The specific purposes of this research are:
1. To determine what factors influence whether a remote team
can build the right culture

4. for their organization.
2. To determine what factors influence whether a remote team
can build the right culture
for their organization.
3. To determine how those factors affect the ability of the
remote team to build the right
culture for their organization.
Research Problem
The main problem with this is that remote work requires
communication between teams
across long distances, which means people need to be able to
communicate frequently and quickly
(Davenport, 2013). If those conversations are happening over
Slack or email instead of face-to-face
meetings and phone calls, then it is unlikely that team members
will understand each other well
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Should be centered.
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This is a repeat of number 1.
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5. Highlight
This is a mini literature review, not an empirical study. You
have set this up as if it were an empirical study, and that is not
what you are being asked to do.
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Once again, this is not an empirical study, so you do not have a
"Research Problem." You should have thesis statement, though.
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enough to get things done effectively (Aleong, 2022). It can
lead to less-than-ideal productivity
levels from both ends of the spectrum: employees are not
getting anything done because they are
too busy trying to figure out how everything works together, or
expensive meetings which are not
productive.
LITERATURE REVIEW
Organizational Adaptation Theory
It explains how organizations adapt to change. It was developed
by Peter Senge in 2020
and has been used to describe how companies respond to
technological advances, market changes,
and other factors influencing their success. The theory suggests
that organizations should behave in

6. a way that allows them to function effectively in their current
environment (Aleong, 2022). One of
the main ideas behind this theory is that organizations need to
be able to change on their own
without having to be directed by a central authority (Aleong,
2022). It means that employees will
be able to learn new skills as needed, but they will not be forced
into new roles if they do not want
to do them. It can be challenging for remote teams because they
may have different goals than
those of their co-workers who are located closer together
geographically. For example, one team
member may want more autonomy while another wants more
structure in their workday, which
may not match how remote teams operate at all times (due to
time zones) (Dyer Jr, 2019). In
particular, it says that companies must build the right culture
for their remote teams to succeed.
The theory suggests that companies have three possible
approaches when building the right
culture for remote teams:
-They can try to mimic the entire organization, which will
usually end up unsuccessful due

7. to communication issues between departments.
-They can create a hybrid approach by hiring members from
both local and remote teams.
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Center
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In your introduction, it is essential that you state your thesis
and you let the reader know how the paper is organized and
where it is heading. You have not done that.
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It appears that you are trying to organize your literature review
around several theories. If so, you need to let the reader know
that before you start doing it. Right now, there's no context for
what you are doing.
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Citation needed. And I don't think you have this right.
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Undefined.
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Undefined

8. 5
-They can use an entirely remote team with no overlap between
local and remote
employees.
An example would be Amazon which has embraced a culture in
which employees are
encouraged individually and collectively by members of
management who understand that great
ideas come from all levels within an organization, including
those working directly at the senior
management level.
The Transactional Theory
Psychologists Murray Bowen and his colleagues developed the
theory of human behavior
theory. The theory states that people behave in a certain way
according to their relationship with
others and that their behavior depends on their relationship with
others (Haefner, 2014). It also
asserts that there are different types of relationships between
individuals, including power
relationships between superiors and subordinates as well as
intimate relationships between peers.
According to the transactional theory, three main factors affect

9. people's behavior:
expectations, perceptions, and consequences (Kreamer, 2021).
These three factors combine to
create a person's motivation for behaving in a certain way or
another. Other essential factors are
power distance, uncertainty avoidance, and commitment to the
relationship. These factors work
together to create a good culture for remote teams (Newman,
2020). Power distance refers to the
extent to which individuals in an organization accept their
relationships are unequal due to the
distribution of power. It can be measured by asking participants
about the amount of respect they
have for their co-workers or friends at work. Low levels of
power distance are associated with high
levels of trust between employees because they know that there
is equality between them; high
levels of power distance indicate low levels of confidence
because employees feel less respected
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10. Citation needed.
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by their co-workers or friends. Uncertainty avoidance refers to
how much an individual fears
ambiguity or uncertainty in their life.
Empirical Review
According to the Cox model, which has five stages, the article
will be confined to the first
three in accordance with our research: (1) Coping responses are
the first stage of the model and are
focused on the implications of the different coping responses,
whether they are merely perceived or
actual responses as displayed by the people. (2) Feedback
occurs at every stage and influences the
outcome of every stage. (3) Knowledge has become a currency
of the world today, defining
national prosperity, and huge factors are pushing an increase in
public demand for virtual
workspace services (Bailey et al., 2010).

11. Virtual teams are an excellent way for organizations to
accomplish organizational tasks
efficiently. However, one of the virtual teams' most significant
challenges is the lack of effective
communication. According to Chartfied et al. (2014), companies
have attempted to address this
challenge by creating virtual teams whose members
communicate via instant messaging or video
conferencing apps. Unfortunately, studies have shown that these
approaches do not always lead to
increased productivity or effectiveness in the workplace. For a
team to be effective, it must have
strong communication between its members. In an ideal
situation, each member would be able to
speak with every other member, and they would all be able to
hear each other as well. This kind of
communication could make the team more productive and make
it easier for them to collaborate
effectively on projects together.
General Trends That Can Be Seen In The Literature
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Must explain a little more about what this means - you have
given definitions, but what does it mean?

12. BobRoller
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Do not use 1st or 2nd person (no I, we, our, us, etc.
Especially since there is no "our" here, which tells me that you
are copying someone else's work.
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This is irrelevant information.
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You must have the citations to support this statement.
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Stranded heading.
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First, it is essential to recognize that there are no universal best
practices when managing a
remote team. Each organization has unique challenges and
opportunities that must be addressed to
maximize productivity and satisfaction among its members
(Reese, 2020).
A remote team can be successful if it is part of a larger
organization with established
processes and procedures to support its work. Several factors

13. should be considered when building a
remote team, including how well employees are, what kind of
technology they use at home, how
comfortable they are with the technology, whether there are any
legal issues regarding their
employment status, and what kind of resources (such as
training) are available to them.
Employees living far away or working from home must
communicate effectively with their
managers. Better software has been developed, such as Slack
and Microsoft Teams to give
accessibility to remote employees who require forms of training
compared to those who work from
an office or onsite location.
Finally, there are gaps in the research on this topic. Some
companies argue that it should
not matter where someone works; others say that remote
workers will have different cultural norms
than those who work together in one place all day, every single
day of their lives. There are hardly
any studies comparing what happens when people are together
with each other for long periods of
time in contrast to if they work remotely.

14. Analysis
Building the right culture for remote teams is critical in today's
business world. Keeping the
team connected is imperative and ensures top quality results and
collaboration between the team
and their needs. This paper will discuss the importance of
building a remote-friendly culture and
how it can be done. One of the most critical aspects of building
a remote-friendly culture is having
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Citations needed.
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Citations needed.
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Citations needed.
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You are almost at the end of the paper; why are you saying what
the paper will do?
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clear expectations and goals for a team. To make sure that it

15. helps in responsibilities (Turner,
2022). It helps build trust among all employees, which is vital
when working remotely.
Another important factor is communication; it is crucial that
everyone feels like they have
access to information about projects, deadlines, etcetera, so
there are no miscommunications or
misunderstandings about what needs to be done or when things
need to happen (Aleong, 2022). It
ensures everyone has clarity around their tasks and
responsibilities so they can work together
effectively without confusion or stress.
The article "How to build the right culture for remote teams"
applies to the current issue
because it discusses how to build a culture that will benefit
remote employees (Haefner, 2014). The
author's premise is that remote employees need to be able to
feel connected with their colleagues,
but that this can be difficult if they are too far removed from
them. For remote employees to feel
connected, the author recommends establishing daily check-ins
by phone or video conference with
their co-workers located in different locations. Heffner (2014)
suggests that managers make sure

16. that team members in different locations share specific values,
such as communication and
flexibility. As remote teams are becoming a more common
practice in the workplace, it is essential
to look at how they can be successful.
To find out how remote teams can be successful, we first need
to understand what makes
the team successful:
-Having clear goals for the team's work.
-Having effective leadership.
-Having a positive culture.
-Ensuring that members feel valued and supported.
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Citations needed.
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The first factor is reasonably easy to understand and apply clear
goals that help our team
members reach their targets in case of any idea what those
targets are or how they will get there. It
is also essential that our team members know where to take a
stand concerning goals; if they are
not sure what success looks like, they might not be able to
appreciate when a goal is reached
(Reese, 2020). The following two factors are also pretty simple:
having effective leadership and
having a positive culture can make or break a team's success or
failure (Turner, 2022). Therefore,
led by example, and need people on a team who will support
each other through thick and thin.
Methodology:
This article used a qualitative methodology when discussing
sources: interviews with
people who have worked remotely and read other articles about
small companies and cultures. It
also includes personal experiences while working remotely.

18. Research Design:
The research design of the study was a cross-sectional design. A
cross-sectional design is
one in which the sample is randomly selected from among a
population rather than a sample drawn
from a larger population. In this case, we wanted to conduct an
online survey, and survey results
were collected from employees who work remotely for different
companies. The sample size for
this study was 700 respondents.
Target Population:
The target population included managers and employees at five
organizations who were
currently or previously employed as remote workers. The
demographic analysis was conducted by
collecting data from these organizations' employee database
systems and social media platforms,
including LinkedIn, Facebook, Twitter, and Instagram. The job
descriptions for all positions within
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You are plagiarizing this.

19. 10
these organizations were also reviewed for any indication of
remote working arrangements.
Employees were selected for this study based on their
employment status at one of the five target
organizations. The participants were asked to complete an
online survey about their experience
being remote workers in one of these companies.
Demographic Analysis:
We analyzed our data using descriptive statistics such as
frequencies, percentages, means,
standard deviations, and medians. The sample consisted of 700
individuals, so we could accurately
analyze our data using descriptive statistics such as frequencies.
Limitations:
The limitations of this article include the fact that it does not
provide any evidence or data
supporting its claims; there are no references provided either
which could be used to verify claims
if they were true (which they might not be), and there is no
mention of what happens when teams
are not part of an organization's culture but instead come

20. together spontaneously without any clear
set of guidelines established beforehand.
Conclusion:
This paper concludes that building the right culture for remote
teams involves identifying
strengths and weaknesses, defining success, and managing the
team. A company's culture is the
most crucial factor in determining how well it performs
(Kreamer, 2021). It means that everyone
understands their role in the organization so that if something
changes, there are no
misunderstandings about who is doing what (Davenport, 2013).
Remote teams can succeed, but
they need the right culture and leadership. One way to ensure
this is by creating a culture where
people are comfortable expressing themselves and asking
questions without being judged or
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No, you did not.
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criticized (Prapha, 2022). It can be done by ensuring clear

21. communication channels are open
between all levels of the organization and encouraging other
employees to share ideas.
References
Aleong, D. S. (2022). COMPANIES WITH VISIONARY
LEADERS POSITIONED FOR
FUTURISTIC TECHNOLOGY: SIX CASE STUDIES OF
BENCHMARKS FOR
SURVIVAL.Kafkas Üniversitesi İktisadi ve İdari Bilimler
Fakültesi Dergisi, 267-299.
https://dergipark.org.tr/en/pub/kauiibf/issue/70698/1112991
Bailey, T., Jeong, D. W., & Cho, S. W. (2010). Referral,
enrollment, and completion in
developmental education sequences in community colleges.
Economics of Education
Review, 29(2), 255-270.
Davenport, T. H. (2013). Big data in big companies. .
International Institute for Analytics, 3. 1
https://dergipark.org.tr/en/pub/kauiibf/issue/70698/1112991
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Incorrect capitalization.

22. BobRoller
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Should be on a separate page.
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This is not a relevant source for this topic.
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31. https://www.iqpc.com/media/7863/117 10.pdf
Dyer Jr, W. G. (2019). Beyond team building: How to build
high-performing teams and the culture
to support them. John Wiley & Sons. 34-43.
https://.google.com/books?
hl=en&lr=&id=VFmDwAAQBAJ&oi=fnd&pg=PR9&dq=Dyer+J
r,+booksW.+G.+(2019).
+Beyond+team+building:
+How+to+build+high+performing+teams+and+the+culture+to+s
upport+them.
+John+Wiley+%26+Sons.,+34-43.&ots=7Lw-
kxoJW_&sig=j3OdlsQt9-
1X9GqKJuWP_Bwzdx0
Haefner, J. (2014). An application of Bowen family systems
theory. Issues in mental health

23. nursing, 35(11), 835-841.
https://www.tandfonline.com/doi/abs/10.3109/01612840.2014.9
21257
Kreamer, L. S. (2021). Optimizing Virtual Team Meetings:
Attendee and Leader Perspectives.
American Journal of Health Promotion, 35(5), 744-747.
https://journals.sagepub.com/doi/full/10.1177/08901171211007
955e
KWAMBOKA, M. (2018). VIRTUAL TEAMS MANAGEMENT
PRACTICES AND PROJECT
PERFORMANCE IN SELECTED PUBLIC UNIVERSITIES IN
KENYA.
Newman, S. A. (2020). Virtual team leader communication:
Employee perception and
organizational reality. . International Journal of Business
Communication, 57(4), 452-473.
https://journals.sagepub.com/doi/abs/10.1177/232948841982989
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Turning Point: A three-year update on US supermarkets'
progress and pitfalls., 98-101.
https://oxfamilibrary.openrepository.com/handle/10546/621362
https://www.iqpc.com/media/7863/11710.pdf
https://www.tandfonline.com/doi/abs/10.3109/01612840.2014.9
21257

24. https://journals.sagepub.com/doi/abs/10.1177/232948841982989
5
https://oxfamilibrary.openrepository.com/handle/10546/621362
./https:%2F%2F.google.com%2Fbooks%3Fhl=en&lr=&id=VFm
DwAAQBAJ&oi=fnd&pg=PR9&dq=Dyer+Jr,+booksW.+G.+(20
19).+Beyond+team+building:+How+to+build+high+performing
+teams+and+the+culture+to+support+them.+John+Wiley+%26+
Sons.,+34-43.&ots=7Lw-kxoJW_&sig=j3OdlsQt9-
1X9GqKJuWP_Bwzdx0
./https:%2F%2F.google.com%2Fbooks%3Fhl=en&lr=&id=VFm
DwAAQBAJ&oi=fnd&pg=PR9&dq=Dyer+Jr,+booksW.+G.+(20
19).+Beyond+team+building:+How+to+build+high+performing
+teams+and+the+culture+to+support+them. +John+Wiley+%26+
Sons.,+34-43.&ots=7Lw-kxoJW_&sig=j3OdlsQt9-
1X9GqKJuWP_Bwzdx0
./https:%2F%2F.google.com%2Fbooks%3Fhl=en&lr=&id=VFm
DwAAQBAJ&oi=fnd&pg=PR9&dq=Dyer+Jr,+booksW.+G.+(20
19).+Beyond+team+building:+How+to+build+high+performing
+teams+and+the+culture+to+support+them.+John+Wiley+%26+
Sons.,+34-43.&ots=7Lw-kxoJW_&sig=j3OdlsQt9-
1X9GqKJuWP_Bwzdx0
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This is a book, so the title should be in italics.
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1) Incorrect capitalization
2) Should be in italics
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Incorrect capitalization.
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Should be in italics.
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Totally incorrect.
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There are issues with all of the rest of your references.
Please decide right now that you are going to use correct APA
format on everything. Anything less is not acceptable.
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You did not cite this, so it should not be here.
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Reese, S. (2020). Taking the learning organization mainstream
and beyond the organizational level: an
interview with Peter Senge. The Learning Organization, 27(1),
6-16.
https://oxfamilibrary.openrepository.com/handle/10546/621362
Turner, P. (2022). Complementarity in Organization. In
Complementarity in Organizations.
Palgrave Macmillan, Cham., 173-201.
https://link.springer.com/chapter/10.1007/978-3-
031-10654-5_7

26. WC:2483
https://oxfamilibrary.openrepository.com/handle/10546/621362
https://link.springer.com/chapter/10.1007/978-3-031-10654-5_7
https://link.springer.com/chapter/10.1007/978-3-031-10654-
5_7References