Self Organising and Virtual Teams

2018 ◽  
Author(s):  
Mohamed Salama ◽  
Maria Mataj
Keyword(s):  
Emotional Intelligence ◽  
Project Management ◽  
Virtual Teams ◽  
Team Performance ◽  
Management Practice ◽  
Team Members ◽  
Sixth Edition ◽  
High Performing ◽  
Talented People ◽  
And Performance

Amid the shift towards digital economies in the context of globalisation, project team members are required to work together remotely, utilising the current highly accessible technology (Han and Beyerlein, 2016). Virtual teams are growing rapidly in today’s world as companies are being involved in a constant fight for existence, due to the very vibrant and continuous competition which makes organizations emerge in different countries. Being a global organisation involves synchronization among people situated in diverse geographical areas, thus there arises the necessity for managing global virtual teams, assigned to resolve issues at a global level (Paul et al., 2016). The existence of a variety of technologies allows companies to have access to a large pool of talented people located all over the world, as it reduces costs and facilitates cooperation among different locations and time zones (Paul et al., 2016). According to Hertel et al. (2005), the allocation of work among employees has become more efficient due to the evolvement of technology. Consequently, for international companies to collaborate with each other and to have high performing virtual teams, there has been a need to consider the impact of cultural diversity on virtual teams’ practices and performance (Han and Beyerlein, 2016). This discussion should also include self-organising teams in the context of agile methodologies and beyond. In addition, studies have been focusing on how emotional intelligence impacts teams and groups (Wolff et al., 2001). However, limited research has been conducted on how culture and emotional intelligence impact virtual team performance in the context of project management. This chapter aims to discuss the critical area of managing project teams with emphasis on the relationship between culture, communication, emotional intelligence and trust in self-organising and virtual teams, and how the interaction between these factors impact team performance. This attempts to answer the call by the sixth edition of the PMI PMBOK that emphasised the importance of developing the soft skills of project managers in the pursuit of enhancing project management practice amid the growing interest in sustainability in general. In addition, this endorses and further justifies the suggested paradigm shift that the authors advocate, in pursuit of sustainable project management.

The Impact of Trust on Virtual Team Effectiveness

2014 ◽  
Vol 4 (1) ◽  
pp. 11-28 ◽  
Author(s):  
Yasser A. El-Kassrawy
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Structural Equations ◽  
Team Members ◽  
Competitive Environments ◽  
Team Satisfaction ◽  
And Performance ◽  
The Impact

Given the important role of information technology, virtuality has become crucial issue in contemporary organizations. Virtual teams are comprised of members who are located in more than one physical location. They need to be effectively collaborating to harness their full performance capabilities in order to compete in the highly competitive environments. However, virtual team effectiveness is affected by determinants of trust which include three types; personality, cognitive and institutional-based trust. Therefore, this paper examines the impact of trust determinants on virtual team effectiveness represented in virtual team satisfaction and performance. Through a survey of 125 virtual team members who had experienced at least two years in this field, the results indicated that determinants of trust positively influence virtual team satisfaction and virtual team performance. The authors' structural equations modeling findings also support our hypothetical predictions that personality- based trust, cognitive- based trust and institutional- based trust have a dramatic impact on both of virtual team satisfaction and virtual team performance. Moreover, institutional- based trust is the uppermost driver of virtual team effectiveness. This study provides novel insights into virtual team behaviours, managerial and research implications for effective virtual team.

Attack, Damage and Carry: Role Familiarity and Team Performance in League of Legends

2018 ◽  
Vol 62 (1) ◽  
pp. 130-134 ◽  
Author(s):  
Joshua A. Eaton ◽  
David J. Mendonça ◽  
Matthew-Donald D. Sangster
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Positive Impact ◽  
Social Constructs ◽  
Data Set ◽  
Team Members ◽  
Gaming Environment ◽  
And Performance ◽  
The Impact ◽  
League Of Legends

Objective: This research studies the impact of role familiarity on team performance by examining performance of the “Carry” role in the Multi-player Online Battle Arena gaming environment, League of Legends™. Background: Roles are typically defined as stable patterns of expectations, relationships, and behaviors. As social constructs, roles therefore include notions of status, relationships with additional social actors, and of defined sets of behaviors tied to the assigned role. We hypothesize that the importance of role familiarity in teams is mediated by the nature and extent of team members’ experience working together in defined roles. Methods: The data set used for this study is from League of Legends’ Application Program Interface and consists of ranked match play from 2011–2016. Results: ANOVA and visualization techniques are used to explore match-level data in order to address the proposed research questions. The proportion of time the same team member is assigned to the “Carry” role (role familiarity) has a direct and positive impact on team performance. Conclusions: This study shows how objective, detailed data on teamwork may be used to provide insights into questions of the composition and performance of teams. Additionally, the results illustrate the importance of role familiarity in the performance of teams. Application: This research highlights the value and feasibility of studying virtual teams for new insights into team performance.

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.

Gender and Anonymity in Virtual Teams

2011 ◽  
pp. 1-16
Author(s):  
Elizabeth Koh ◽  
Na Liu ◽  
John Lim
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Virtual Team ◽  
Process Variables ◽  
Team Collaboration ◽  
Team Members ◽  
Study Approach ◽  
Research Fields ◽  
And Performance ◽  
Collaboration Process

With the advancement of information and communication technology, virtual teams are becoming more popular as geographical constraints in collaboration have become a non-issue. Features of the technology and characteristics of the group influence interaction processes and outcomes. Two elements are the focus of this paper. The first is anonymity, which has been made feasible by technology. The other concerns gender. Gender is an important research target, and its role in groupwork must not be overlooked. Both elements have aroused much interest across multiple research fields. The existing literature shows their potential in influencing team collaboration processes, satisfaction, and performance. In this paper, the authors present a process-based interpretation of virtual team collaboration, incorporating the anonymity of technology and the gender difference of team members. Using a multiple case study approach, the paper identifies a key set of process variables that shape team performance. The study also examines the interdependencies among the processes. Task-related activity that occurred during team discussion was affected by gender anonymity, and this influenced group performance and members’ satisfaction toward the collaboration process. Group dynamics, including member awareness, leader emergence, and member’s conformity, are salient process variables that affect the virtual team performance as well.

The impact of peer evaluation on team effort, productivity, motivation and performance in global virtual teams

2019 ◽  
Vol 25 (5/6) ◽  
pp. 334-347
Author(s):  
Ernesto Tavoletti ◽  
Robert D. Stephens ◽  
Longzhu Dong
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Performance Outcomes ◽  
Peer Evaluation ◽  
Global Virtual Teams ◽  
Content Type ◽  
Team Members ◽  
Peer Evaluations ◽  
And Performance ◽  
The Impact

Purpose This study aims to assess the effect of peer evaluations on team-level effort, productivity, motivation and overall team performance. Design/methodology/approach This study explores the impact of a peer evaluation system on 895 multicultural and transnational global virtual teams (GVTs) composed of 5,852 university students from 130 different countries. The study uses a quasi-experiment in which the group project is implemented under two conditions over two sequential iterations. In the first condition, team members do not receive peer evaluation feedback during the project. In the second condition, participants completed detailed peer evaluations of their team members and received feedback weekly for eight consecutive weeks. Findings Results suggest that when peer evaluations are used in GVTs during the project, teams show: higher levels of group effort; lower levels of average productivity and motivation; and no clear evidence of improved team performance. Results cast doubts on the benefits of peer evaluation within GVTs as the practice fails to reach its main objective of improving team performance and generates some negative internal dynamics. Practical implications The major implication of the study for managers and educators using GVTs is that the use of peer evaluations during the course of a project does not appear to improve objective team performance and reduces team motivation and perception of productivity despite increases in teams’ perceptions of effort and performance. Originality/value This study contributes to the scanty literature regarding the impact of peer evaluation systems on group-level dynamics and performance outcomes.

Differentiatie door coaches binnen amateursportteams: terecht of onterecht?

2007 ◽  
Vol 20 (4) ◽  
Author(s):  
Wim van Breukelen ◽  
Wendy Wesselius
Keyword(s):  
Team Performance ◽  
Differential Treatment ◽  
Working Relationships ◽  
Leader Member Exchange ◽  
Sports Teams ◽  
Team Members ◽  
Lmx Theory ◽  
Member Exchange ◽  
Relevant Topic ◽  
And Performance

Differential treatment by coaches of amateur sports teams: right or wrong? Differential treatment by coaches of amateur sports teams: right or wrong? J.W.M. van Breukelen & W. Wesselius, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 427-444 A central assumption in the Leader-Member Exchange (LMX) theory is that leaders do not adopt a single style towards all members of their work unit, but treat the various team members differently. This may result in different kinds of working relationships between the leader and the various members ranging from formal to intense. The effects of these different LMX relationships are visible in important outcome variables such as job satisfaction and performance. Not only in working organizations but also in the context of sports differential treatment by the coach seems a relevant topic. In this article we describe the results of a field study among the players (N = 218) of 21 amateur sports teams. Firstly, we investigated on which aspects the coaches of these teams differentiated between the various team members and how these incidents of differential treatment were experienced by the players in terms of justice and fairness. In addition, we analyzed whether the frequency and evaluation of differential treatment was related to the players' enthusiasm and to team atmosphere and team performance. Social differentiation was appreciated less than task differentiation. Especially task differentiation proved to be important for team performance.

scholarly journals Low Cost Data Analytics Implementation on Project Management Process Automation

2019 ◽  
Vol 5 (2) ◽  
pp. 76-82
Author(s):  
Cornelius Mellino Sarungu ◽  
Liliana Liliana
Keyword(s):  
Project Management ◽  
Data Analytics ◽  
Management Practice ◽  
Low Cost ◽  
Project Manager ◽  
Management Process ◽  
Generation Process ◽  
Data Generation ◽  
Team Members ◽  
Single Output

Project management practice used many tools to support the process of recording and tracking data generated along the whole project. Project analytics provide deeper insights to be used on decision making. To conduct project analytics, one should explore the tools and techniques required. The mostcommon tool is Microsoft Excel. Its simplicity and flexibility make project manager or project team members can utilize it to do almost any kind of activities. We combine MS Excel with R Studio to brought data analytics into the project management process. While the data input process still using the old way that the project manager already familiar, the analytic engine could extract data from it and create visualization of needed parameters in a single output report file. This kind of approach deliver a low cost solution of project analytics for the organization. We can implement it with relatively low cost technology onone side, some of them are free, while maintaining the simple way of data generation process. This solution can also be proposed to improve project management process maturity level to the next stage, like CMMI level 4 that promote project analytics. Index Terms—project management, project analytics, data analytics.

Cultural values, entrepreneurial team structure and performance of SMEs

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Bashokuh-E-Ajirloo ◽  
Bahman Khodapanah ◽  
Mehdi Alizadeh ◽  
Mehdi Ebrahimzadeh
Keyword(s):  
Cultural Values ◽  
Team Performance ◽  
Discriminant Validity ◽  
Content Type ◽  
Team Members ◽  
Team Structure ◽  
Entrepreneurial Teams ◽  
Reliability Indicator ◽  
Entrepreneurial Team ◽  
And Performance

PurposeThe main objective of this study is to explain the relationship between members' cultural values on structure and performance of the entrepreneurial teams that located in Tehran.Design/methodology/approachData used in this study are collected by a questionnaire distributed among managers and other executive members of SMEs located in Tehran. One hundred and thirty-nine participants completed the questionnaires, and their responses were analyzed using partial least squares technique. Measures showed good convergent and discriminant validity. Furthermore, Cronbach's alpha, as reliability indicator for all measures, is at the acceptable level.FindingsResearch finding shows that all hypothesis supported in Iran contex. Entrepreneurial team members' cultural values have positive and significant effect on the entrepreneurial team structure. Entrepreneurial team members' cultural values have significant effect on the entrepreneurial team performance and also, the structure of the entrepreneurial team has a positive and significant effect on the entrepreneurial team performance.Originality/valueThese studies mostly focused on technical dimensions of entrepreneurial teams and overlooked the cultural values of their members.

Forming Trust in Virtual Writing Teams

2010 ◽  
pp. 88-111 ◽  
Author(s):  
Sean D. Williams
Keyword(s):  
Virtual Teams ◽  
Social Presence ◽  
Collaborative Writing ◽  
Virtual Team ◽  
General Concept ◽  
Team Members ◽  
Performance Orientation ◽  
Use Of Technology ◽  
Trust Formation ◽  
And Performance

This chapter explores collaborative writing in virtual teams, and, particularly, trust formation in virtual writing teams, to help those who create or work in virtual writing teams to understand the importance of trust. In order to build the case for trust as the key component in teams, the chapter presents important background on teams as a general concept. In particular, it considers the constituents of quality teams, which include small team size, diverse team membership, interdependent relationships, shared team vision, articulated processes, and performance orientation. The chapter then elaborates on the role of trust in teams, presenting it as the key feature for any type of team environment. Based on this background, the chapter then differentiates the general concept of teams from virtual teams in particular, arguing that virtual teams must address specific considerations in order to build trust. Such considerations include the composition of the team, where team members possess a propensity to trust; the proper use of technology in the virtual team, so that the medium matches the communicative need; and social presence, or the ways that virtual teams can build trust by using communication behaviors to demonstrate to others that they share understanding. The chapter combines the general team considerations with the virtual team considerations into a rubric for building strong virtual teams based upon four major categories: team traits, team actions, individual traits, and environment traits. The chapter concludes with suggestions for future study.

The Role of Leadership in Virtual Teams

2011 ◽  
pp. 540-546
Author(s):  
Kristi M. Lewis Tyran ◽  
Craig K. Tyran
Keyword(s):  
Organizational Structure ◽  
Task Performance ◽  
Virtual Teams ◽  
Communication Technology ◽  
Team Performance ◽  
Electronic Communication ◽  
Team Leadership ◽  
Team Members ◽  
Rapid Pace

As globalization and the prevalence of electronic communication technology has become more widespread, organizations are adapting and changing at a rapid pace. Many organizations are using “virtual teams” of people working across space and time as an organizational structure to enhance organizational flexibility and creativity in this changing environment (Duarte & Snyder, 1999; Townsend, DeMarie, & Hendrickson, 1998). As virtual teams become a more popular organizational tool, many researchers have begun to explore ways in which the performance of such teams may be enhanced (Cohen & Gibson, 2003). One aspect of teamwork that has traditionally had an important impact on team performance is team leadership. Leaders often facilitate effective task performance within a team. By assigning tasks to individuals with the skills, knowledge and abilities to perform best, as well as structuring the team to best accomplish its tasks, a leader can greatly increase the effectiveness and efficiency of a team (Hooijberg, Hunt, & Dodge, 1997; McGrath, 1984; O’Connell, Doverspike, & Cober, 2002). In addition to task-focused behaviors, leaders also motivate, coach and mentor team members toward higher levels of performance (Bass, 1985; Conger & Kanungo, 1998).

Sign in / Sign up

Export Citation Format

Share Document