Extending Role of “I” Virtually – Identity Performance and Their Influence on Individual Behaviour and Team Performance in Globally Distributed Work Virtual Teams

2013 ◽  
pp. 185-194
Author(s):  
K. B. Akhilesh ◽  
C. V. Sindhuja ◽  
Simran K. Kahai
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Identity Performance ◽  
Distributed Work ◽  
Individual Behaviour ◽  
Globally Distributed ◽  
Globally Distributed Work

Virtual Team Performance and Wellbeing for Event Management

2021 ◽  
Author(s):  
Mohamed Salama ◽  
Cakil Angew ◽  
Gregory Fantham
Keyword(s):  
Performance Management ◽  
Virtual Teams ◽  
Team Performance ◽  
Well Being ◽  
Digital Transformation ◽  
Event Management ◽  
Cultural Variations ◽  
Wide Range ◽  
Compare And Contrast

This chapter falls in two parts. Part 1 discusses team issues with emphasis on virtual teams. The first few sections briefly compare and contrast the different types of team and how team performance should be planned and managed, in line with set goals and detailed deliverables. This will cover a wide range of concepts that come into play under performance management and measurement. The following sections focus on the challenges that virtual teams face amid the prevailing digital transformation and suggest effective measures to address those challenges. The presented concepts are generic, thus can be readily applied to the context of event management. Part 2 comprises two sections; the first discusses well-being and cross-cultural variations in relation to event management, while the second section is focused on the role of social psychology in devising event experiences.

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).

scholarly journals Paradox and the negotiation of tensions in globally distributed work

2020 ◽  
Vol 35 (3) ◽  
pp. 232-250
Author(s):  
Jade Wendy Brooks ◽  
MN Ravishankar ◽  
Ilan Oshri
Keyword(s):  
Qualitative Data ◽  
Collaborative Work ◽  
Work Practice ◽  
Distributed Work ◽  
Extant Literature ◽  
Communication Problems ◽  
Paradox Theory ◽  
Globally Distributed ◽  
Globally Distributed Work ◽  
Practical Implications

Tensions are a major source of communication problems, coordination issues, and conflict in globally distributed work. In this article, we argue that extant literature falls short of addressing tensions in globally distributed work at two levels. First, it fails to fully account for the intrinsic and entrenched nature of tensions in globally distributed work, suggesting instead that they can be resolved or made to disappear. Second, it does not examine the key interactions among different kinds of tensions. Drawing on qualitative data from a distributed finance organization and applying concepts from paradox theory, we show how globally distributed units negotiate knowledge, power, and identity tensions in collaborative work. The findings illuminate how a sequential enactment of both formal and informal solutions can better address tensions and generate collaborative opportunities in globally distributed work. Building on the findings, we develop a phasal model of tension evolution and management in globally distributed work which explains how tensions evolve from a phase of suppression through to a phase of attenuation. We demonstrate the interactions of knowledge–power–identity tensions against a background of defensive, interactive, and collaborative behaviors, and suggest several practical implications for globally distributed work practice.

scholarly journals Team Dispersion and Performance: The Role of Team Communication and Transformational Leadership

2019 ◽  
Vol 50 (3) ◽  
pp. 348-380 ◽  
Author(s):  
Julia Eisenberg ◽  
Corinne Post ◽  
Nancy DiTomaso
Keyword(s):  
Transformational Leadership ◽  
Virtual Teams ◽  
Team Performance ◽  
Future Research ◽  
Team Communication ◽  
Negative Effects ◽  
Geographic Dispersion ◽  
Highly Dispersed ◽  
Dispersed Teams

Organizations increasingly rely on virtual teams to access geographically dispersed expertise. Yet, team dispersion introduces challenges to team communication that may negatively influence team performance. Using a sample of 53 innovation teams representing a variety of geographic dispersion configurations from completely collocated to highly dispersed, we examined the moderating role of transformational leadership on the relationship between team dispersion, team communication, and team performance. Our findings suggest that while transformational leadership is effective in reducing the negative effects of dispersion in collocated teams or ones with low levels of geographic dispersion, it is less effective helping improve the performance of highly dispersed teams. This effect may be due to a transformational leader’s difficulty in facilitating team communication in highly dispersed teams, where his or her influence might actually have counterproductive effects. We discuss the implications of our findings for theory, future research, and practice.

The Role of Information Resource Management in Enabling the 24-Hour Knowledge Factory

2008 ◽  
pp. 226-249
Author(s):  
Satwik Seshasai ◽  
Amar Gupta
Keyword(s):  
Industrial Revolution ◽  
Distributed Teams ◽  
Knowledge Based ◽  
Distributed Team ◽  
Distributed Work Environment ◽  
Globally Distributed ◽  
Role Of Information ◽  
Globally Distributed Work

The term 24-Hour Knowledge Factory connotes a globally distributed work environment in which teammates work on a project around the clock. The 24-Hour Knowledge Factory is a special case of a globally distributed team in which the different teams work on a sequential basis that has been clearly defined in advance. Whereas a manufactured item was the end product in the case of the factory which emerged as a consequence of the industrial revolution, knowledge-based services and knowledge-based products are the end deliverables in the case of the current information revolution; hence, the term 24-Hour Knowledge Factory. Work can be decomposed by task style or by organizational style, and allows for greater specialization of workers. A case study from IBM details surprising differences between colocated and distributed teams, and leads to a future state analysis for organizations seeking to study or implement the 24-Hour Knowledge Factory.

Exploration of Social Capital and Knowledge Sharing

2012 ◽  
Vol 10 (2) ◽  
pp. 17-38 ◽  
Author(s):  
Ying Chieh Liu ◽  
FengChia Li
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Virtual Teams ◽  
Team Performance ◽  
Virtual Team ◽  
Shared Vision ◽  
Network Ties ◽  
Seci Model

Although research on virtual teams is becoming more popular, there is a gap in the understanding of how social capital affects knowledge sharing and creating, and their impacts on virtual team performance. To fill in this gap, this study establishes a framework by incorporating social capital with the SECI model and further examines it with an experiment on 65 student virtual teams. The results show that three factors of social capital, namely network ties, shared vision and trust are positively related to the four SECI modes, namely socialization, internalization, combination and externalization, and the latter three factors are found to be positively related to virtual team performance. The contributions of this study are twofold. The framework examines the relationships between social capital and the SECI model, which brought a broader prospective of studying knowledge management in a virtual team context. Moreover, leaders and managers of virtual teams should be made aware of enhancing the effects of social capital to improve the processes of knowledge sharing and creating, and encouraging internalizationn, combination and externalization to substitute the role of socialization.

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