Virtual team management: what is causing communication breakdown?

2015 ◽  
Vol 15 (1) ◽  
pp. 125-140 ◽  
Author(s):  
Jane Lockwood
Author(s):  
Edward T. Chen

This chapter aims to explore the increasing utilization of virtual teams in the existing globally competitive and complex business environment of the 21st century. With virtual teams, companies can expand their talent pool beyond geographical barriers. Furthermore, they can incorporate a follow-the-sun process in their business strategy. Combined, this leveraged approach can better position companies to meet market demands in a more timely and cost-effective manner. To achieve this competitive advantage, business leaders must thoroughly understand the challenges associated with developing and managing virtual teams. This chapter examines the reasons for utilizing virtual teams, challenges that stem from diversity, structural and behavioral characteristics, managerial considerations for effective leadership, supporting technologies, best practices, and future implications.


2021 ◽  
Vol 8 (1) ◽  
Author(s):  
Meng Liang

AbstractThis article presents an empirical study of the labor process of internet virtual teams. It argues that organizations with a “horizontally virtual and vertically real” structure face a dilemma in the virtual team labor process. While a culture of engineers, which embodies equality, liberty, and cooperation, is the cultural basis of the virtual team, management is bureaucratic, emphasizing individual interests and hierarchical features. The coexistence of the two leads to cooperation and division of labor in virtual teams. Essentially, this is a compromising institutional arrangement adopted by corporations to triangulate technology culture and managerial control to obtain surplus value. Based on the preceding discussion, this paper ends by proposing a new theoretical framework for studying the labor process under the technological conditions of the internet.


2015 ◽  
Vol 20 (3) ◽  
pp. 72-84 ◽  
Author(s):  
Paula Leslie ◽  
Mary Casper

“My patient refuses thickened liquids, should I discharge them from my caseload?” A version of this question appears at least weekly on the American Speech-Language-Hearing Association's Community pages. People talk of respecting the patient's right to be non-compliant with speech-language pathology recommendations. We challenge use of the word “respect” and calling a patient “non-compliant” in the same sentence: does use of the latter term preclude the former? In this article we will share our reflections on why we are interested in these so called “ethical challenges” from a personal case level to what our professional duty requires of us. Our proposal is that the problems that we encounter are less to do with ethical or moral puzzles and usually due to inadequate communication. We will outline resources that clinicians may use to support their work from what seems to be a straightforward case to those that are mired in complexity. And we will tackle fears and facts regarding litigation and the law.


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