Explaining the unique patterns of intercultural communication styles shown throughout the dispersed decision-making process in global virtual teams (GVTs) is the aim of this research. The research used a corpus of archived online communications (n = 1600 emails) produced by the United Nations World Summit on Information Society (WSIS) Civil Society using Hall's (1976) high context vs. low context theoretical lens. The GVT, which included members from Civil Society, used email as the main tool for international coordination in order to facilitate decision-making across several teams. In order to formulate policies about the functions and usefulness of information and communication technology for the development of the Information Society, it is intended to bring together a variety of stakeholders. Our results demonstrate that team members' cultural values and culture do affect how choices are conveyed and made at three different stages: issue identification, proposal creation, and solution development. The findings also revealed evidence of an intriguing behavioural tendency we refer to as "switching," which is another kind of context-dependent mode of online communicative behaviour in which a person's communication style varies based on the circumstance, individuals, roles, and goal. Because it demonstrates that international communication styles are flexible rather than set, this evidence of switching behaviour is essential.