The Impact of Students’ Cultural Intelligence on Their Psychological Safety in Global Virtual Project Teams

2019 ◽  
Vol 30 (1) ◽  
pp. 33-56 ◽  
Author(s):  
Rebekah Dibble ◽  
Linda S. Henderson ◽  
Zachary C. Burns
Keyword(s):  
Cultural Intelligence ◽  
Psychological Safety ◽  
Project Teams ◽  
Virtual Project ◽  
The Impact ◽  
Virtual Project Teams

scholarly journals A conceptual model to improve performance in virtual teams

2016 ◽  
Vol 18 (1) ◽  
Author(s):  
Shopee Dube ◽  
Carl Marnewick
Keyword(s):  
Conceptual Model ◽  
Virtual Environment ◽  
Virtual Teams ◽  
Project Teams ◽  
Performance Criteria ◽  
Management Tools ◽  
Overall Performance ◽  
Virtual Project ◽  
The Impact ◽  
Virtual Project Teams

Background: The vast improvement in communication technologies and sophisticated project management tools, methods and techniques has allowed geographically and culturally diverse groups to operate and function in a virtual environment. To succeed in this virtual environment where time and space are becoming increasingly irrelevant, organisations must define new ways of implementing initiatives. This virtual environment phenomenon has brought about the formation of virtual project teams that allow organisations to harness the skills and knowhow of the best resources, irrespective of their location.Objectives: The aim of this article was to investigate performance criteria and develop a conceptual model which can be applied to enhance the success of virtual project teams. There are no clear guidelines of the performance criteria in managing virtual project teams.Method: A qualitative research methodology was used in this article. The purpose of content analysis was to explore the literature to understand the concept of performance in virtual project teams and to summarise the findings of the literature reviewed.Results: The research identified a set of performance criteria for the virtual project teams as follows: leadership, trust, communication, team cooperation, reliability, motivation, comfort and social interaction. These were used to conceptualise the model.Conclusion: The conceptual model can be used in a holistic way to determine the overall performance of the virtual project team, but each factor can be analysed individually to determine the impact on the overall performance. The knowledge of performance criteria for virtual project teams could aid project managers in enhancing the success of these teams and taking a different approach to better manage and coordinate them.

The Impact of Training on Virtual Project Teams

2012 ◽  
Vol 3 (1) ◽  
pp. 36-48 ◽  
Author(s):  
Peggy M. Beranek ◽  
M. Cathy Clairborne
Keyword(s):  
Project Teams ◽  
Electronic Communications ◽  
Team Members ◽  
Face To Face ◽  
Scarce Resources ◽  
Time Interaction ◽  
Virtual Project ◽  
And Performance ◽  
The Impact ◽  
Virtual Project Teams

As organizations adapt to competitive pressure and simultaneously leverage scarce resources, workers are increasingly operating in virtual project teams where members may never meet face to face. One of the factors that can affect how well virtual project teams communicate is relational links. This study explores the effects of relational link development training on group interactions by administering training to selected groups and tracking measurements of their cohesiveness, perceptions of the process, satisfaction with outcomes over time, and tracking group communications using McGrath’s TIP theory as a framework. This project compared virtual project teams trained in the concept of relational links with teams that received no training. All electronic communications between team members were recorded and analyzed using McGrath’s time, interaction, and performance (TIP) framework and all teams completed pre and post surveys measuring their levels of cohesion, perceptions of the process and satisfaction with outcomes. It was found that teams that received training spent more time in the member support function, more time in the inception mode, and less time in the conflict resolution mode. In addition, teams receiving training had higher ending levels of cohesion, perception of the process and satisfaction with outcomes.

Systems Development by Virtual Project Teams

2011 ◽  
pp. 447-463 ◽  
Author(s):  
David Croasdell ◽  
Andrea Fox ◽  
Suprateek Sarker
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Communication Technologies ◽  
Global Market ◽  
Project Teams ◽  
Comparative Case Study ◽  
Business Organizations ◽  
Team Members ◽  
Virtual Project ◽  
Virtual Project Teams

Business organizations and global partners are increasing their utilization of virtual project teams to enhance competitive advantages in the global market. More than ever, organizations are using virtual teamwork to bridge time zones and geographic distances. The use of virtual work environments has spurred interest in understanding how team members interact and collaborate over the life of a project. Not surprisingly, organizations are trying to understand what factors are determinants of success with respect to virtual teams. Increasing network bandwidth, continuously improving communication technologies, shifting global economies, and changes in social practices have caused business managers to reconsider traditional practices. This paper provides a comparative case study of four cross-cultural virtual project teams as they analyze, design, and develop information systems.

Investigating the Intention to Use Social Media Tools Within Virtual Project Teams

2016 ◽  
pp. 658-680
Author(s):  
Jerry Giltenane
Keyword(s):  
Social Media ◽  
Project Teams ◽  
Media Technology ◽  
Enterprise Social Media ◽  
Intention To Adopt ◽  
Use Of Technology ◽  
Technology Adoption Model ◽  
Social Media Tools ◽  
Virtual Project ◽  
Virtual Project Teams

Enterprise social media tools are becoming more prevalent in project management, particularly where project teams have to operate on a global and virtual basis. It is becoming more critical that organisations understand the key attributes of such technology to encourage their teams to use them in order to achieve the perceived benefits. In this chapter we search for answers to the factors that influence the adoption of such tools in a virtual project setting by testing the applicability of the much cited technology adoption model known as the Unified Theory of Acceptance and Use of Technology (UTAUT). The model is modified to suit the sphere of virtual teams and focuses on the behavioural intention to adopt social media technology. The purpose of examining such a model is to see if it can explain some of the key factors that may influence the adoption of social media within virtual project teams.

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