Kickoff meetings for computer-mediated teams: Effects on team performance

Increasingly, collaborative writing occurs in distributed work environments. Collaboration is essential for technical writing teams that develop and share, or single source, content using content management system (CMS) technology. Technical writers must be proficient not only in developing content that can be shared but also in carrying out complex writing tasks virtually. However, research indicates that asynchronous-distributed collaborative writing can lead to productivity losses unless teams implement explicit processes for interacting and using computer-mediated communication (CMC) technology. With highly structured processes to guide their efforts, teams are more likely to see productivity gains. To achieve these gains, effective collaboration must address six key areas: (1) targets to guide team performance, (2) assessments of collaborative writing skills in virtual teams, (3) role delineation, (4) process scripts to promote efficient virtual collaborative writing, (5) a training framework, and (6) performance measurements and a recognition framework for reinforcing team accomplishments. Organizations must be willing to create a culture that supports a team environment committed to these specific areas. This chapter explores how to establish an infrastructure that promotes collaborative writing efficiency in virtual settings.

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Talk and Let Talk: The Effects of Language Proficiency on Speaking Up and Competence Perceptions in Multinational Teams

Group & Organization Management ◽

10.1177/1059601118756734 ◽

2018 ◽

Vol 44 (5) ◽

pp. 953-989 ◽

Cited By ~ 3

Author(s):

Huisi (Jessica) Li ◽

Y. Connie Yuan ◽

Natalya N. Bazarova ◽

Bradford S. Bell

Keyword(s):

Language Proficiency ◽

Team Performance ◽

Multilevel Model ◽

Future Research ◽

Speaking Up ◽

Individual Level ◽

Face To Face ◽

Computer Mediated ◽

The Individual ◽

Speak Up

Collaboration within multinational teams necessitates the adoption of a common language, typically English, which often leads to significant differences in language proficiency across members. We develop and test a multilevel model of the effects of language proficiency within multinational teams. An experimental study of 51 teams (102 American and 102 Chinese participants) revealed that, at the individual level, members with higher levels of language proficiency were more likely to speak up, which led to more positive perceptions of their competence. At the team level, greater dispersion in language proficiency across members was associated with less accurate competence recognition, which, in turn, led to lower overall team performance. Moreover, communication medium moderated these relationships, such that the effects of language proficiency were more potent in face-to-face than in computer-mediated teams. We discuss the implications of these findings for future research and for managing participation, competence, and technology in multinational teams.

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The Multitasking Audit Environment: The Effect of Alternative Modes of Communication on Team Performance

Journal of Information Systems ◽

10.2308/isys-2020-019 ◽

2021 ◽

Author(s):

Juergen Sidgman ◽

Veena Brown ◽

Joseph F. Brazel

Keyword(s):

Team Performance ◽

Computer Mediated Communication ◽

Communication Technologies ◽

Discussion Board ◽

Discussion Boards ◽

Mediated Communication ◽

Considerable Evidence ◽

Face To Face ◽

Computer Mediated

Despite the considerable evidence suggesting multitasking reduces performance, multitasking is unavoidable and pervasive in the audit setting. Members of engagement teams are often required to work on multiple engagements simultaneously and their work on one engagement is frequently interrupted due to the demands of another engagement. In hopes of facilitating multitasking, engagement team communications have extended beyond face-to-face interactions to computer-mediated communication technologies. However, little is known about the performance of multitasking teams under these alternative modes of communication (face-to-face, discussion board, and chatroom). Our study demonstrates that, when multitasking, the performance of audit teams communicating face-to-face is greater than the performance of teams using computer-mediated communication. While we expected enhanced team performance with discussion boards, additional analyses reveal that participants’ familiarity with, and preference for, chatroom features (which are similar to texting) may have offset the benefits prior studies have attributed to discussion boards (which are similar to emailing).

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A Structured Reset Process to Benefit Team Resilience

Proceedings of the Human Factors and Ergonomics Society Annual Meeting ◽

10.1177/1071181319631060 ◽

2019 ◽

Vol 63 (1) ◽

pp. 909-913

Author(s):

Jeffrey Hanrahan ◽

Robert Henning

Keyword(s):

Survey Data ◽

Empirical Research ◽

Team Performance ◽

Performance Outcomes ◽

Experimental Conditions ◽

Individual Resilience ◽

Team Resilience ◽

Computer Mediated ◽

Challenging Situation ◽

Simulation Task

The concept of teams recovering from disruptions or challenging performance episodes has been termed “team resilience” and shares similarities with, but is distinct from, individual resilience. Empirical research on this construct is sparse and remains largely theoretical in the peer-reviewed literature. Recently, a theoretical framework of team resilience has been proposed in which a reset phase serves as a period of restoration and reflection for teams. Using this idea of a reset phase, two main objectives of the current research were to better understand and organize the actions teams engage in that might promote a more effective reset phase, thus improving team resilience, as well as examine the impacts of these actions on performance outcomes, including a team’s self-reported level of resilience. Teams were randomly assigned to one of three experimental conditions where each team would experience a challenging situation during a computer-mediated simulation task designed to degraded team performance, after which, a reset phase was started. Survey data were collected to examine differences across groups on various outcome measures. Supplemental analyses identified team learning as one area for further study.

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Development of a German-Language Questionnaire to Measure Collective Orientation as an Individual Attitude

Swiss Journal of Psychology ◽

10.1024/1421-0185/a000198 ◽

2017 ◽

Vol 76 (3) ◽

pp. 91-105 ◽

Cited By ~ 4

Author(s):

Vera Hagemann

Keyword(s):

Team Performance ◽

Reliability And Validity ◽

Future Research ◽

German Language ◽

Team Members ◽

Collective Orientation ◽

Team Research ◽

German Speaking ◽

Individual Variables ◽

The Individual

Abstract. The individual attitudes of every single team member are important for team performance. Studies show that each team member’s collective orientation – that is, propensity to work in a collective manner in team settings – enhances the team’s interdependent teamwork. In the German-speaking countries, there was previously no instrument to measure collective orientation. So, I developed and validated a German-language instrument to measure collective orientation. In three studies (N = 1028), I tested the validity of the instrument in terms of its internal structure and relationships with other variables. The results confirm the reliability and validity of the instrument. The instrument also predicts team performance in terms of interdependent teamwork. I discuss differences in established individual variables in team research and the role of collective orientation in teams. In future research, the instrument can be applied to diagnose teamwork deficiencies and evaluate interventions for developing team members’ collective orientation.

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How Socially Relevant Visual Characteristics of Avatars Influence Impression Formation

Journal of Media Psychology Theories Methods and Applications ◽

10.1027/1864-1105/a000005 ◽

2010 ◽

Vol 22 (1) ◽

pp. 37-43 ◽

Cited By ~ 13

Author(s):

David Weibel ◽

Daniel Stricker ◽

Bartholomäus Wissmath ◽

Fred W. Mast

Keyword(s):

Impression Formation ◽

Pupil Size ◽

Conscious Perception ◽

Viewing Angle ◽

Frontal View ◽

Computer Mediated ◽

First Impression ◽

Visual Characteristics ◽

Socially Relevant ◽

Blink Frequency

Like in the real world, the first impression a person leaves in a computer-mediated environment depends on his or her online appearance. The present study manipulates an avatar’s pupil size, eyeblink frequency, and the viewing angle to investigate whether nonverbal visual characteristics are responsible for the impression made. We assessed how participants (N = 56) evaluate these avatars in terms of different attributes. The findings show that avatars with large pupils and slow eye blink frequency are perceived as more sociable and more attractive. Compared to avatars seen in full frontal view or from above, avatars seen from below were rated as most sociable, self-confident, and attractive. Moreover, avatars’ pupil size and eyeblink frequency escape the viewer’s conscious perception but still influence how people evaluate them. The findings have wide-ranging applied implications for avatar design.

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An Input–Process–Output Model of Pilot Core Competencies

Aviation Psychology and Applied Human Factors ◽

10.1027/2192-0923/a000120 ◽

2017 ◽

Vol 7 (2) ◽

pp. 78-85 ◽

Cited By ~ 5

Author(s):

Heikki Mansikka ◽

Don Harris ◽

Kai Virtanen

Keyword(s):

Path Analysis ◽

Team Performance ◽

Core Competencies ◽

Core Competency ◽

Principal Component ◽

Analysis Model ◽

Input Process ◽

The Core ◽

Performance Framework ◽

Process Output

Abstract. The aim of this study was to investigate the relationship between the flight-related core competencies for professional airline pilots and to structuralize them as components in a team performance framework. To achieve this, the core competency scores from a total of 2,560 OPC (Operator Proficiency Check) missions were analyzed. A principal component analysis (PCA) of pilots’ performance scores across the different competencies was conducted. Four principal components were extracted and a path analysis model was constructed on the basis of these factors. The path analysis utilizing the core competencies extracted adopted an input–process–output’ (IPO) model of team performance related directly to the activities on the flight deck. The results of the PCA and the path analysis strongly supported the proposed IPO model.

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