Transactional memory systems in virtual teams: Communication antecedents and the impact of TMS components on creative processes and outcomes

2022 ◽  
Vol 174 ◽  
pp. 121235
Author(s):  
Nassim Belbaly Aissa ◽  
Călin Gurău ◽  
Alexandros Psychogios ◽  
Autcharaporn Somsing
Keyword(s):  
Virtual Teams ◽  
Transactional Memory ◽  
Memory Systems ◽  
Creative Processes ◽  
The Impact

Starvation-free commit arbitration policies for transactional memory systems

2007 ◽  
Vol 35 (1) ◽  
pp. 39-46 ◽  
Author(s):  
M. M. Waliullah ◽  
Per Stenstrom
Keyword(s):  
Transactional Memory ◽  
Memory Systems

Shared and Distributed Team Cognition and Information Overload

2017 ◽  
pp. 223-245 ◽  
Author(s):  
Thomas Ellwart ◽  
Conny Herbert Antoni
Keyword(s):  
Information Exchange ◽  
Information Overload ◽  
Social Systems ◽  
Memory Systems ◽  
Knowledge Structures ◽  
Team Cognition ◽  
Team Mental Models ◽  
Team Research ◽  
Distributed Team ◽  
The Impact

This chapter discusses information overload (IO) from a team level perspective. Organizational team research underlines the importance of emergent knowledge structures in work groups, so-called team cognition. Two types of team cognition are introduced that are closely related to IO, namely shared team mental models and transactive memory systems. After a brief introduction of the concepts, empirical evidence about the impact of team cognition on dysfunctional IO as well as functional information exchange are presented. In the second part of the chapter, strategies and tools for adapting team cognition in high IO situations are introduced. The focus on team level constructs in IO research complements individual, technical, and organizational approaches to IO by underlining the importance of team knowledge structures in social systems.

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.

The Impact of External Factors on Virtual Teams

Virtual Teams ◽  
2011 ◽  
pp. 70-90 ◽  
Author(s):  
Andrea Hornett
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
External Factors ◽  
Work Environments ◽  
Project Teams ◽  
Team Leaders ◽  
Team Members ◽  
Dynamic Forces ◽  
The Impact

Practitioners and researchers need to pay attention to how corporate organizing structures are impacting and are impacted by virtual work environments. Virtual teams are powerful organizing mechanisms, but they are not without limitations. This chapter reports on two cases in which dynamics outside the virtual project teams powerfully affected the teams. These cases, both based on studies of real project teams operating inside corporations, highlight the desirability of understanding virtual teams in context. While external factors are not unique to teamwork, their role has not been explored in depth in research on virtual teams. Dynamic forces outside teams seem more difficult to anticipate and to identify when team members are working virtually, and these powerful but invisible dynamics can be frustrating to virtual team leaders and members. Concluded in this chapter is that contrary to initial expectations, virtual teams are not replacing traditional forms of organizing. They are coexisting with traditional forms and dynamics, such as business drivers, hierarchies, departments, strategic priorities, and business needs. This coexistence can be fraught with conflict.

Evaluating the Impact of a Virtual Emergency Room Simulation for Learning

2012 ◽  
pp. 100-120
Author(s):  
Luke Rogers ◽  
Charlynn Miller ◽  
Sally Firmin
Keyword(s):  
Learning Strategies ◽  
Virtual Teams ◽  
Second Life ◽  
Clinical Judgment ◽  
Effective Learning ◽  
Online Tools ◽  
Participation Level ◽  
Level Of Use ◽  
Virtual Simulations ◽  
The Impact

This study explored the value of Second Life as a clinical simulation platform for healthcare students. Participants were exposed to the Critical Life simulation and worked in teams within the simulation. Pre- and post-surveys and interviews were used to gauge responses to participation, level of use of online tools and gaming, and input about the experience of using the simulation. The main findings from the study were that participants had positive and realistic experiences using Critical Life as a collaborative learning tool; participants agreed that Critical Life would assist them in developing technical and non-technical skills; participants were not deterred by the technology and perceived they would use it in their own time; and participants agreed that the simulation was able to incorporate effective learning strategies that may improve clinical judgment. Interviews revealed that the participants enjoyed working in virtual teams suggesting that in healthcare education, virtual simulations have potential for use across multiple campuses and universities.

Using Computer Mediated Communication as a Tool to Facilitate Intercultural Collaboration of Global Virtual Teams

2009 ◽  
pp. 1499-1505 ◽  
Author(s):  
Norhayati Zakaria
Keyword(s):  
Cultural Values ◽  
Virtual Teams ◽  
Work Performance ◽  
Computer Mediated Communication ◽  
Global Virtual Teams ◽  
Mediated Communication ◽  
Team Members ◽  
Intercultural Collaboration ◽  
Computer Mediated ◽  
The Impact

Many multinational companies (MNCs) have inevitably assembled and employed global virtual teams (GVTs) to leverage their work performance. GVTs are considered as an innovative and flexible work structure to achieve competitiveness in the era of globalization. The emergence of this structure is also due to the heavy reliance on computer-mediated communication technology and, as such, geographical boundaries and time zones are no longer considered as a hindrance to collaboration and communication. Yet, cultural differences remain challenging when team members work together in a non-collocated environment when they are engaged in managerial tasks such as problem-solving, negotiations, decision-making, and coordination. Thus, this new distributed collaborative phenomenon suggests that one of the key challenges in working together apart is the ability to adapt and acculturate to different cultural values that exist among team members. People need to be fully aware, understand, and be sensitive to the impact of cultural differences by exploiting appropriate online behaviors in order to reduce its detrimental influence on work performance. The purpose of this article is to present and understand the dynamics of intercultural collaboration within global virtual teams and how culture impacts their work performance in MNCs. Individuals from all over the world with diverse cultural backgrounds are increasingly collaborating using computer-mediated communication (CMC) technologies such as e-mail, Web, chat and videoconferencing, and others. Existing literature shows that when people with different cultural values communicate, it is not unusual for miscommunication, misunderstanding, and misinterpretations to occur (Chen, 2001; Gudykunst, 2003). Problems are intensified in CMC environment because of its limitation such as the absence of body language, facial expressions, tone of voice, and many others (Sproull & Kiesler, 1986; Walther, 1996). However, little research has been conducted on the ways in which different intercultural communication styles and cultural values affect people working in a distributed or virtual environment, particularly on team members’ performance. Thus, in this article, first, I will introduce the phenomenon of GVTs and its crucial function in MNCs. Second, I will present the background of the phenomenon by highlighting the gaps as identified between two research fields--crosscultural management and computer-mediated communication. Next, the main focus of the article will be a discussion of the issue of intercultural collaboration. In this section, I will first provide a definition of GVTs, followed by several arguments on cultural challenges of GVTs. In the subsequent section, I will discuss the different types of CMC that are available to GVTs and the impact of culture on its utilization. Then, I will provide a brief direction of the future research agenda comprising of both the practical as well as theoretical perspectives. In conclusion, the article will highlight the significance of using GVTs in MNCs when people engage more prominently in intercultural collaboration, using CMC in order to promote and expand international business.

The Impact of Personality on Virtual Team Creativity and Quality

2011 ◽  
pp. 647-655
Author(s):  
Rosalie J. Ocker
Keyword(s):  
Virtual Teams ◽  
Synchronous Communication ◽  
Individual Member ◽  
Team Creativity ◽  
Face To Face ◽  
Team Outcomes ◽  
Individual Personality ◽  
High Level ◽  
The Impact

A series of experiments investigated creativity and quality of work-product solutions in virtual teams (Ocker, forthcoming; Ocker, 2005; Ocker & Fjermestad, 1998; Ocker et al., 1998; 1996). Across experiments, small teams with about five graduate students interacted for approximately two weeks to determine the high-level requirements and design for a computerized post office (Goel, 1989; Olson et al., 1993). The means of interaction was manipulated in these experiments such that teams interacted via one of the following treatments: (1) asynchronous computer-medicated communication (CMC), (2) synchronous CMC, (3) asynchronous CMC interspersed with face-to-face (FtF) meetings, or (4) a series of traditional FtF meetings without any electronic communication. A repeated finding across experiments was that teams interacting only using asynchronous CMC – that is, teams without any FtF or synchronous communication -- produced significantly more creative results than teams in the other treatments. Additionally, asynchronous virtual teams rated high in creativity were generally not the same teams that were judged high in terms of the quality of their deliverable. To further examine these findings, this chapter presents results of an exploratory study designed to investigate the impact of individual personality facets on team outcomes. The objective of this study is to determine whether differences in team outcomes – in terms of the level of creativity versus the quality of the team deliverable – can be predicted by individual member personality.no abstract

The Impact of Ability and Participation on Trustworthiness and Task Performance in Virtual Teams

2012 ◽  
Vol 2 (2) ◽  
pp. 1-17 ◽  
Author(s):  
Christie M. Fuller ◽  
Douglas P. Twitchell ◽  
Kent Marett ◽  
A. J. Burns
Keyword(s):  
Task Performance ◽  
Virtual Teams ◽  
Computer Mediated Communication ◽  
Verbal Communication ◽  
Mediated Communication ◽  
Perceived Ability ◽  
Study Teams ◽  
The Impact ◽  
The Relationship ◽  
And Task

The relationship between trust and task performance in virtual teams is well established. Currently, studies examine key antecedent to trust in groups, the perceived ability of other group members. While it has been shown that perceived ability of teammates contributes to trust, little is known about how the perceptions of ability are formed in virtual teams. In this study, teams performed a decision-making task in a synchronous computer-mediated communication environment. As teams were limited to verbal communication, the authors examined the relationship between participant ability and verbal communication amount, as well as team member perceptions of their partners’ ability based on the amount of participation. The results show that participants who perceive themselves to have higher ability communicate more, whereas those who speak more are rated by their teammates to have lower ability. Based on the results, post hoc analysis explored the relationship between reduced participation and perceived ability.

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