scholarly journals Interpretive structural model of trust factors in construction virtual project teams

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sukhwant Kaur Sagar ◽  
Olugbenga Timo Oladinrin ◽  
Mohammed Arif ◽  
Muhammad Qasim Rana
Keyword(s):  
Structural Model ◽  
Matrix Multiplication ◽  
Virtual Team ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Virtual Project ◽  
Interpretive Structural Model ◽  
Trust Factors ◽  
Virtual Project Teams

Purpose Organisational dependence on virtual project teams (VPTs) is growing dramatically due to the substantial benefits they offer, such as efficiently achieving objectives and improving organisational performance. One of the major issues that influence the effectiveness of VPTs is trust building. This study aims to determine the key factors of trust in VPTs and design a model by identifying the interrelationships among the trust factors. Design/methodology/approach Focus group discussion was used to gather data on factors affecting trust in VPTs and their interrelationships. Interpretive structural modelling (ISM) was used to establish the relationship among the factors. Cross-impact matrix multiplication applied to classification analysis was conducted to identify the driving power and the dependence power towards effective VPTs in the construction sector. Findings The finding revealed that “characteristics of team members” (such as ability, integrity, benevolence, competence, reliability and professionalism) is the most significant factor for building trust in virtual team members. Some factors were further identified as having high driving power, while others were defined as having high dependence variables. Practical implications The findings will assist construction managers and practitioners dealing with VPTs identify the factors influencing trust among team members. Taking cognisance of the factors that influence trust will enable them to design more effective virtual team arrangements. Originality/value As the first research of its kind using ISM technique, the study offers insights into interrelationships between trust factors in the construction VPTs. It provides guides for construction managers on the effective management of trustworthy VPTs.

Open plan offices – the response to leadership challenges of virtual project work?

2015 ◽  
Vol 17 (1) ◽  
pp. 63-74 ◽  
Author(s):  
Donatella De Paoli ◽  
Arja Ropo
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
Project Team ◽  
Project Teams ◽  
Project Work ◽  
Content Type ◽  
Open Plan ◽  
Virtual Project ◽  
Virtual Project Teams

Purpose – The purpose of this paper is to explore hybrid work spaces, combining open-plan, team-based offices with virtual work and leadership, in relation to the main leadership and team challenges virtual project environments encounter. Design/methodology/approach – In a review of virtual team literature, virtuality is defined and its main challenges to project leadership are identified. Based on the literature, several semi-structured interviews with project team managers within telecom and IT-consultancy were conducted. Using an exploratory approach, the authors introduce some new leadership concepts and functional benefits of open-plan offices important for virtual project environments. Findings – The findings suggest that project managers encounter several new kinds of challenges while leading virtual projects. Co-location of the project team during certain stages in open-plan, team-based offices may meet some of these challenges. The authors claim that spatial arrangements and their embodied subjective experiences make an impact on the effectiveness of virtual project teams. Research limitations/implications – This paper develops new conceptual thinking of how office facilities may contribute to productive virtual project teams. Further empirical studies in other settings are needed to generate generalizable findings. Practical implications – The paper discusses and provides arguments for real estate and facility managers, as well as project and team leaders, for the importance of open-plan offices for virtual project teams. Originality/value – The paper combines and benefits from different discussions on workspaces, virtual team and leadership. Furthermore, the paper introduces the notion of spatial leadership beyond the mainstream leader-centric approach to point out the importance of physical workspace of virtual teams and how the workspaces can perform leadership functions.

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.

Working separately but together: appraising virtual project team challenges

2017 ◽  
Vol 23 (5/6) ◽  
pp. 227-242 ◽  
Author(s):  
Tarila Zuofa ◽  
Edward G. Ochieng
Keyword(s):  
Virtual Teams ◽  
Project Team ◽  
Appropriate Technology ◽  
Project Teams ◽  
Sub Saharan Africa ◽  
Validity And Reliability ◽  
Global Business ◽  
Content Type ◽  
Virtual Project ◽  
Virtual Project Teams

Purpose This paper aims to extend the extant knowledge on virtual teams by examining the challenges of virtual project teams in organisations in Nigeria. Design/methodology/approach Data were collected through semi-structured interviews. Totally, 20 interviews were recorded, transcribed and analysed. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the virtual project team issues identified by participants. Findings The findings from this study confirmed the growing relevance of virtual project teams in highly competitive global business environments. It emerged that some of the challenges identified in the study had some level of congruence with those previously identified from similar studies from other geographical locations. The findings also suggested that challenges in virtual project teams can be linked to the organisation, the project team and the virtual environment or even a combination of all. Practical implications The present study corroborates the position that managing virtual project teams requires additional efforts to attain their objectives through effective communications and the adoption of appropriate technology. Originality/value The originality of this study lies in its exploration of virtual project team challenges in a sub-Saharan Africa country (Nigeria). By identifying the challenges associated with virtual project teams, stakeholders will be better able to successfully establish and manage virtual project teams better.

scholarly journals Benefits from the implementation of project tasks with the use of virtual team

Management ◽  
2018 ◽  
Vol 22 (2) ◽  
pp. 204-216
Author(s):  
Beata Barnowska ◽  
Maciej Kozaryn
Keyword(s):  
Virtual Team ◽  
Organizational Form ◽  
Project Teams ◽  
Ceteris Paribus ◽  
Financial Benefits ◽  
Project Costs ◽  
Geographical Dispersion ◽  
Virtual Project ◽  
Oriented Approach ◽  
Virtual Project Teams

Summary The necessity of customer oriented approach, the ability of quick adapting to changing demand and the expectations of reducing project costs have recently resulted in a strong development of cooperation between various organizations implementing joint ventures. Projects-oriented organizations, creating virtual project teams, have become more and more popular. Dissemination of this organizational form has induced the authors to consider the real benefits achieved by enterprises using virtual project teams to implement projects. The purpose of the article was to try to calculate the benefits that companies can obtain when implementing projects, by replacing traditional project teams with virtual project teams (ceteris paribus). The presented research results show the possibility of achieving significant financial benefits due to the use of virtual project teams to carry out the projects implemented in many units with a large geographical dispersion.

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.

The joint relationships of communication behaviors and task interdependence on trust building and change in virtual project teams

2009 ◽  
Vol 48 (2) ◽  
pp. 229-255 ◽  
Author(s):  
Ramón Rico ◽  
Carlos-María Alcover ◽  
Miriam Sánchez-Manzanares ◽  
Francisco Gil
Keyword(s):  
Virtual Teams ◽  
Task Interdependence ◽  
Project Teams ◽  
Trust Building ◽  
Communication Behaviors ◽  
Team Members ◽  
Virtual Project ◽  
Task Oriented ◽  
And Task ◽  
Virtual Project Teams

The study presented in this article examined how specific communication behaviors among team members interacted with task interdependence in relation to the building and changing of trust within 53 virtual project teams. At the mid-point of the teams' projects, our results showed that task-oriented communications among team members related significantly to trust, and that communications conveying enthusiasm related to trust only under conditions of low task interdependence. At the end of a team's project, trust among team members related positively to predictability of communications and substantive responses under higher levels of task interdependence. These findings develop extant trust theory in virtual teams, suggesting some useful guidelines to better understand and manage trust processes.

How project managers can encourage and develop positive emotions in project teams

2014 ◽  
Vol 7 (3) ◽  
pp. 449-472 ◽  
Author(s):  
Morten Emil Berg ◽  
Jan Terje Karlsen
Keyword(s):  
Empirical Data ◽  
Positive Emotions ◽  
Project Managers ◽  
Engineering Industry ◽  
Project Teams ◽  
Future Research ◽  
Content Type ◽  
Team Members ◽  
Signature Strengths ◽  
Positive Meaning

Purpose – This study provides insight into how project managers can use leadership tools to encourage and develop positive emotions among the project team members toward greater overall project success. The purpose of this paper is to provide the engineering industry with a closer look at how positive emotions can create good team member relations, reduce stress, develop clearer roles, creativity and joy at the workplace. Design/methodology/approach – The empirical data were obtained using in-depth interviews of three experienced project managers. Findings – The empirical data give insight as to how project managers can use their signature strengths. Additionally, the data also show how they can evolve and draw on positive meaning, positive emotions and positive relations. Various examples of positive meaning, positive emotions, positive relations and signature strengths have been identified and discussed. Research limitations/implications – Future research should apply a more comprehensive research design, for example a survey using a larger sample, so that these findings may be generalized. Practical implications – The paper contributes to portray and analyze positive psychology in a project management setting. Additionally, the paper assists understanding the connections among positive meaning, positive emotions, positive relations and signature strengths by presenting and discussing a model. Originality/value – This research extends current understanding of how project managers use their signature strengths to encourage and develop positive emotions in project teams.

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