scholarly journals Using New Generation Collaboration & Social Computing Technologies in Managing Virtual Teams: An Exploratory Study into Enablers and Barriers in a Multicultural Context

2021 ◽  
Author(s):  
◽  
Brahma Dev Veeramachaneni
Keyword(s):  
Virtual Teams ◽  
Banking Sector ◽  
Social Computing ◽  
Small Body ◽  
Virtual Team ◽  
Small Sample ◽  
Team Members ◽  
Collaborative Technologies ◽  
Virtual Teaming ◽  
The Individual

<p>Purpose - To explore the various enablers and barriers of collaborative technologies in virtual teams through literature reviews and participant interviews and to develop findings with considerations to organizations embarking on similar initiatives. Design/methodology/approach - A constructivist methodology. One-to-one interviews with participants from researcher's organization: a cross-section of senior managers and team members with either previous or current virtual team experience. Thematic analysis has been used to draw out the themes in the interview transcripts, and to develop interpretations and connections to the literature. Findings - There is a great consensus among participants towards the importance of collaboration in virtual teaming and the need for proper planning and uptake. However caution is necessary for organizations embarking on these ventures as there are various barriers that need consideration. There are many aspects that organizations venturing into virtual team initiatives need to consider. These include various integration aspects of technologies, people & processes, choosing technologies that work together well, various people aspects associated with virtual team collaboration initiatives and establishing the virtual team culture as part of the overarching organization & group culture. Research limitations/implications - Small sample sizes make it hard to generalize. Further research could include larger sample sets, surveys of various types of teams affected, the individual collaboration technologies, social computing interdependencies, specific Enterprise 2.0 technology suites etc. Originality/value - Contributes a small body of research on the experience of managers and team members on collaborative technologies and virtual teaming. Provides the only such research in the banking sector and in the New Zealand marketplace, and contributes a set of findings & considerations to organizations embarking on similar initiatives.</p>

scholarly journals Using New Generation Collaboration & Social Computing Technologies in Managing Virtual Teams: An Exploratory Study into Enablers and Barriers in a Multicultural Context

2021 ◽  
Author(s):  
◽  
Brahma Dev Veeramachaneni
Keyword(s):  
Virtual Teams ◽  
Banking Sector ◽  
Social Computing ◽  
Small Body ◽  
Virtual Team ◽  
Small Sample ◽  
Team Members ◽  
Collaborative Technologies ◽  
Virtual Teaming ◽  
The Individual

<p>Purpose - To explore the various enablers and barriers of collaborative technologies in virtual teams through literature reviews and participant interviews and to develop findings with considerations to organizations embarking on similar initiatives. Design/methodology/approach - A constructivist methodology. One-to-one interviews with participants from researcher's organization: a cross-section of senior managers and team members with either previous or current virtual team experience. Thematic analysis has been used to draw out the themes in the interview transcripts, and to develop interpretations and connections to the literature. Findings - There is a great consensus among participants towards the importance of collaboration in virtual teaming and the need for proper planning and uptake. However caution is necessary for organizations embarking on these ventures as there are various barriers that need consideration. There are many aspects that organizations venturing into virtual team initiatives need to consider. These include various integration aspects of technologies, people & processes, choosing technologies that work together well, various people aspects associated with virtual team collaboration initiatives and establishing the virtual team culture as part of the overarching organization & group culture. Research limitations/implications - Small sample sizes make it hard to generalize. Further research could include larger sample sets, surveys of various types of teams affected, the individual collaboration technologies, social computing interdependencies, specific Enterprise 2.0 technology suites etc. Originality/value - Contributes a small body of research on the experience of managers and team members on collaborative technologies and virtual teaming. Provides the only such research in the banking sector and in the New Zealand marketplace, and contributes a set of findings & considerations to organizations embarking on similar initiatives.</p>

Effective Virtual Teams

2011 ◽  
pp. 1272-1278
Author(s):  
D. Sandy Staples ◽  
Ian K. Wong ◽  
Ann-Frances Cameron
Keyword(s):  
Best Practices ◽  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
Full Potential ◽  
Success Rates ◽  
Team Members ◽  
Geographically Dispersed ◽  
The Individual ◽  
Collocated Teams

Virtual teams are now being used by many organizations to enhance the productivity of their employees and to bring together a diversity of skills and resources (Gignac, 2005; Majchrzak, Malhotra, Stamps, & Lipnack, 2004), and it has been suggested that this will become the normal way of working in teams in the near future (Jones, Oyund, & Pace, 2005). Virtual teams are groups of individuals who work together from different locations (i.e., are geographically dispersed), work at interdependent tasks, share responsibilities for outcomes, and rely on technology for much of their communication (Cohen & Gibson, 2003). While the use of virtual teams is more common in today’s organization, working in these teams is more complex and challenging than working in traditional, collocated teams (Dewar, 2006), and success rates in virtual teams are low (Goodbody, 2005). This article suggests best practices that organizations and virtual team members can follow to help their virtual teams reach their full potential. In this article, virtual team best practices are identified from three perspectives: organizational best practices, team leadership best practices, and team member best practices. Ideas for best practices were identified from three sources: six case studies of actual virtual teams (Staples, Wong, & Cameron, 2004); the existing literature on virtual teams; and the existing literature on traditional (i.e., collocated) teams and telecommuting (i.e., research on virtual work at the individual level).

I Know I Can, But Can We?

2007 ◽  
Vol 38 (1) ◽  
pp. 130-155 ◽  
Author(s):  
Andrew M. Hardin ◽  
Mark A. Fuller ◽  
Robert M. Davison
Keyword(s):  
Virtual Teams ◽  
Self Efficacy ◽  
Virtual Team ◽  
The United States ◽  
Efficacy Beliefs ◽  
Future Research ◽  
Cultural Backgrounds ◽  
Team Members ◽  
Face To Face ◽  
The Individual

Given the growing use of global virtual teams, one important factor to consider when examining team performance is the cultural backgrounds of the dispersed team members. Two hundred forty-three team members from universities in the United States and Hong Kong were administered three survey questionnaires during a series of virtual team projects. Results revealed that regardless of cultural background, team members reported less confidence in their ability to work in virtual team environments than traditional face-to-face environments and that team members from individualistic cultures reported higher self-efficacy beliefs (both group self-efficacy and virtual team self-efficacy) than team members from collectivist cultures. Furthermore, when the reference for efficacy beliefs changed from the individual to the group, the magnitude of change was greater for the collectivist versus individualistic team members. Implications and future research are also discussed.

scholarly journals Exploring How Emotional Intelligence Contributes to Virtual Teams: Interpretive Analysis of a Phenomenological Study

2018 ◽  
Vol 14 (5) ◽  
pp. 19 ◽  
Author(s):  
William L. Quisenberry
Keyword(s):  
Emotional Intelligence ◽  
Virtual Teams ◽  
Phenomenological Study ◽  
Virtual Team ◽  
Social Loafing ◽  
Team Members ◽  
High Performing ◽  
Technological Advances ◽  
Analytical Review ◽  
Virtual Teaming

The use of virtual teams continues to rise due to various factors such as increased pressure from competing forces, globalization, the need for improved efficiency, and technological advances. Despite the various benefits associated with high performing virtual teams, these specialized groups also experience extremely high failure rates. The increased failure can come as a result of various challenges including a lack of knowledge-sharing, limited communication, team members who lack self-managed and virtual teaming experience, and social loafing. While increased challenges are prevalent during virtual teaming arrangements, there seems to be evidence supporting that virtual team performance can be improved when team members have higher emotional quotients. This paper explores the potential benefits of emotionally intelligent virtual team members to understand how those with higher emotional quotients can potentially improve project success. The research involved analyzing a phenomenological study that interviewed 31 self-managed virtual team members via electronic questionnaires and surveys. This study follows up the original empirical research with an interpretative analytical review of the phenomenological findings pertaining to emotional intelligence and virtual teams. A thorough discussion regarding the findings and recommendations are provided.

Mobile Collaboration Support for Virtual Teams

2017 ◽  
Vol 28 (3) ◽  
pp. 48-69 ◽  
Author(s):  
Keng Siau ◽  
Min Ling
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Virtual Collaboration ◽  
Conceptual Foundation ◽  
Work Systems ◽  
Team Members ◽  
Development Teams ◽  
Geographically Distributed ◽  
Qualitative Technique ◽  
Sophisticated Technology

Organizations increasingly depend on virtual teams in which geographically distributed individuals use sophisticated technology to interact and collaborate. With the advancement of mobile and wireless technology, mobile support for collaboration among virtual team members is becoming increasingly important and popular. In this research, we study the values of mobile support for virtual team members. Using the qualitative technique, Value-Focused Thinking approach, proposed by Keeney, we interviewed 30 subjects who were involved in information systems development teams and asked them the values of mobile support for virtual collaboration. This study uses Alter's Work Systems Theory as the conceptual foundation.

scholarly journals The power of individual cultural values in global virtual teams

2012 ◽  
Vol 12 (2) ◽  
pp. 193-210 ◽  
Author(s):  
Audra I. Mockaitis ◽  
Elizabeth L. Rose ◽  
Peter Zettinig
Keyword(s):  
Cultural Values ◽  
Cultural Differences ◽  
Virtual Teams ◽  
Virtual Team ◽  
Global Teams ◽  
Global Virtual Teams ◽  
Team Processes ◽  
Team Members ◽  
Face To Face ◽  
The Relationship

This paper investigates the perceptions of members of 43 culturally diverse global virtual teams, with respect to team processes and outcomes. Despite widespread acknowledgement of the challenges presented by cultural differences in the context of global teams, little is known about the effect of these differences on team dynamics in the absence of face-to-face interaction. Using a student-based sample, we study the relationship between global virtual team members’ individualistic and collectivistic orientations and their evaluations of trust, interdependence, communication and information sharing, and conflict during the team task. Our results suggest that a collectivist orientation is associated with more favorable impressions regarding global virtual team processes and that cultural differences are not concealed by virtual means of communication.

Learning together and working apart: routines for organizational learning in virtual teams

2017 ◽  
Vol 24 (3) ◽  
pp. 138-149 ◽  
Author(s):  
Nancy Dixon
Keyword(s):  
Organizational Learning ◽  
Virtual Teams ◽  
Virtual Team ◽  
Critical Issue ◽  
Future Research ◽  
Information Industry ◽  
Content Type ◽  
Face To Face ◽  
Virtual Teaming

Purpose Research suggests that teaming routines facilitate learning in teams. This paper identifies and details how specific teaming routines, implemented in a virtual team, support its continual learning. The study’s focus was to generate authentic and descriptive accounts of the interviewees’ experiences with virtual teaming routines. Design/methodology/approach This case study gathered concrete, practical and context-dependent knowledge about virtual teaming routines in a specific environment. The main source of data was narrative expert interviews with working members of the team. Findings This study illustrates how a mix of face-to-face and virtual routines can ensure organizational learning in virtual teams. Research limitations/implications This case study is limited to one virtual team in the information industry. Future research could build on this research to study virtual teams in other industries. Practical implications This research offers specific examples of teaming routines that managers of virtual teams might adapt in managing their own teams. Social implications Given that the use of virtual teams is a growing phenomenon, understanding how to help those teams learn effectively is a critical issue. Originality/value This case study extends the research on teaming routines to virtual teams.

Virtual Team Effectiveness

2017 ◽  
pp. 687-706 ◽  
Author(s):  
John R. Carlson ◽  
Dawn S. Carlson ◽  
Emily M. Hunter ◽  
Randal L. Vaughn ◽  
Joey F. George
Keyword(s):  
Virtual Teams ◽  
Team Effectiveness ◽  
Survey Methodology ◽  
Instant Messaging ◽  
Virtual Team ◽  
Interpersonal Processes ◽  
Mediated Communication ◽  
Team Members ◽  
Main Effect

The work of virtual teams is increasingly important to today's organizations, work that is accomplished predominantly via computer-mediated communication. The authors investigate the moderating role of experience with instant messaging on the team interpersonal processes (cohesion and openness) to team effectiveness relationship in virtual teams. Data were obtained from 365 virtual team members using survey methodology and analyzed using hierarchical moderated regression and multilevel analyses. They found that team cohesion has a main effect on team effectiveness. Team openness has a main effect and is moderated by experience with instant messaging, i.e., strengthens the relationship. Understanding the role of team interpersonal processes and the role of the communication media will allow managers to more effectively build virtual teams and provide effective training and support. Using the theoretical lens of channel expansion theory the authors expand theoretical, empirical and practical knowledge of this area.

Creating Positive Attitudes in Virtual Team Members

2011 ◽  
pp. 76-98 ◽  
Author(s):  
D. Sandy Staples ◽  
Ann Frances Cameron
Keyword(s):  
Case Studies ◽  
Virtual Teams ◽  
Interpersonal Skills ◽  
Virtual Team ◽  
Team Members ◽  
Positive Attitudes ◽  
Task Autonomy ◽  
Team Potency ◽  
Team Spirit ◽  
Input Variables

Patterns of what is required to enhance a virtual team member’s satisfaction with their work and with being part of the team, their commitment to the team, and their motivation with the project were identified via case studies of six employee virtual teams. Positive patterns were found between two or more of these outcome attitudes and the following input variables: significance of the task, task autonomy, interpersonal skills, team potency, and team spirit. Managing these input variables well would be important for organizations with virtual teams, because doing so could positively affect the team members’ attitudes toward the work, leading to enhanced productivity and effective behavior. Implications for practitioners and researchers are offered.

Understanding Composition and Conflict in Virtual Teams

2011 ◽  
pp. 35-48 ◽  
Author(s):  
Richard Potter ◽  
Pierre Balthazard
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Conventional Wisdom ◽  
Team Members ◽  
Interaction Styles ◽  
Process Outcomes ◽  
Low Performance ◽  
Set Up ◽  
The Impact ◽  
Constructive Interaction

Drawing from several years of empirical research, in this chapter, we look at the impact of the personalities of individual team members on the performance and process outcomes of virtual teams. Our studies showed that both too few and too many extroverts in a virtual team may result in low performance. While conventional wisdom says that teams should be set up on the basis of expertise, we argue that the resulting interaction styles of the members must be considered when establishing a virtual team. We offer suggestions for managers on assessing the potential for constructive interaction styles.

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