A US study shows satisfaction with teammates improves team performance for face-to-face teams, and virtual teams

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
David Smith
Keyword(s):  
Virtual Teams ◽  
Project Teams ◽  
Business Simulation ◽  
Content Type ◽  
Face To Face ◽  
Capstone Courses ◽  
Southeastern Us ◽  
Final Sample ◽  
Using Data ◽  
Practical Implications

Purpose The authors wanted to find out how to improve teamwork in both virtual teams and face-to-face teams. They suspected different factors were in play. Design/methodology/approach Hypotheses were tested using data from 1,110 participants. Participants enrolled in management capstone courses at a large public university in the southeastern US between Spring 2009 and Autumn 2016. The final sample was 997 participants in 242 project teams. Each team had three to six members, with an average number of 4.4. About, 55.6% of participants were operating in VTs. Students worked on a semester-long business simulation project called Glo-Bus, which was designed to model ongoing industry practices realistically. Findings The results showed that individual skills were more influential on teammate satisfaction for FtFs than for VTs. Conversely, VT’s interactions were more pivotal regarding teammate satisfaction for VT processes than FtFs. Originality/value The research results have practical implications for managers. Managers need to focus on developing and selecting employees who are best suited for VTs, or they might become reluctant to continue working in them. But FtFs interact more easily than VTs and managers may prefer to create such teams on the basis of functional skills. It would also be beneficial for managers to assemble teams of individuals more likely to interact and form relationships, even if only via technological mediums such as videoconferencing for VTs.

Increasing the effectiveness of global virtual teams

2018 ◽  
Vol 26 (5) ◽  
pp. 5-7
Keyword(s):  
Case Studies ◽  
Virtual Teams ◽  
Design Methodology ◽  
Team Effectiveness ◽  
Reading Time ◽  
Cutting Edge ◽  
Project Teams ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This paper is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings International teams working on a virtual basis are becoming more common. Managers can optimize the performance of project teams by focusing on communication, trust, commitment, and other aspects likely to impact team effectiveness. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value The paper saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent, information and presenting it in a condensed and easy-to-digest format.

Shouting across the digital divide: the import of social interactions in virtual teams

2021 ◽  
Vol 27 (1/2) ◽  
pp. 1-14
Author(s):  
Bryan L. Rogers ◽  
Laura T. Madden ◽  
Leah K. Grubb ◽  
Joy H. Karriker
Keyword(s):  
Social Interactions ◽  
Digital Divide ◽  
Virtual Teams ◽  
Structural Equation ◽  
Project Teams ◽  
Equation Modeling ◽  
Affective Reactions ◽  
Team Processes ◽  
Content Type ◽  
Face To Face

Purpose The purpose of this study is to extend the current understanding of virtual team (VT) workers’ willingness to continue working in VTs and the forces driving their affective reactions to teamwork. Specifically, this paper applies the input-mediator-output-input (IMOI) literature to investigate the influence of workers’ perceptions of their peers’ skills and peers’ interactions on perceptions of the teamwork process and subsequent affective reactions. Design/methodology/approach This paper draws on a sample of 997 virtual and face-to-face (FtF) students embedded in 242 project teams to test the hypotheses using multi-group comparisons in structural equation modeling (SEM). Findings Results support the assertion that team processes are essential in translating team skills and interactions into satisfaction with the team. Further, this paper finds that skills are more influential on teammate satisfaction for FtFs than they are for VTs; and, conversely, that VTs’ interactions are more pivotal regarding teammate satisfaction through VT processes than they are in FtFs. Research limitations/implications The effort contributes to the IMOI literature by showing how teams overcome virtuality to perform effectively and how team-embedded members react differently across VT and FtF contexts. Originality/value These findings are particularly notable given that prior research has suggested VT performance may not be contingent on social bonds within the team. Although this is possibly true for performance, the findings suggest that social interactions are, in fact, crucial to teams’ affective reactions.

Teamwork with a punctuation mark

2017 ◽  
Vol 31 (5) ◽  
pp. 29-31
Keyword(s):  
Organizational Learning ◽  
Case Studies ◽  
Virtual Teams ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Face To Face ◽  
Punctuation Mark ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This study illustrates how a mix of face-to-face and virtual routines can ensure organizational learning in virtual teams. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Effects of task interdependence and type of communication on performance in virtual teams

2005 ◽  
Vol 20 (3/4) ◽  
pp. 261-274 ◽  
Author(s):  
Ramón Rico ◽  
Susan G. Cohen
Keyword(s):  
Virtual Teams ◽  
Communication Technologies ◽  
Past Research ◽  
Task Interdependence ◽  
Task Characteristics ◽  
Content Type ◽  
Face To Face ◽  
Working Environments ◽  
Mediation Processes ◽  
Practical Implications

PurposeTo investigate the effects of within‐group task interdependence and the degree of communications synchrony on performance in virtual teams (VT).Design/methodology/approachA 2 × 2 factorial design of 240 participants in Spain, randomly assigned to 80 three‐person teams, was used. Teams worked virtually (not meeting face‐to‐face), performing a merit‐rating task in a laboratory setting.FindingsThe analyses revealed an interaction effect between task interdependence and synchrony of communication. High values of VT performance were found both under conditions of “low task interdependence” and “asynchrony of communication” and under conditions of “high task interdependence” and “synchrony of communication”. The results show that superior VT performance is contingent on the match between the nature of the task and the choice of communications modality.Research limitations/implicationsFirst, additional research will be needed to confirm and extend the findings in actual working environments. Second, a closer look is necessary at the different mediation processes employed by teams in situations where there is a better or worse fit between task characteristics and type of communication (e.g. team strategy).Practical implicationsThis study makes it clear that it is necessary to optimize and nurture one's investments in communication technologies, and calls for further consideration of the requirements for the design of technological solutions in accordance with task interdependence.Originality/valueThis work complements past research that has focused mainly on virtual teams using asynchronous technologies or comparing them with face‐to‐face teams.

Dave Snowden on KM and big data/analytics: interview with David J. Pauleen

2017 ◽  
Vol 21 (1) ◽  
pp. 12-17 ◽  
Author(s):  
David J. Pauleen
Keyword(s):  
Big Data ◽  
Data Analytics ◽  
Big Data Analytics ◽  
Theory And Practice ◽  
Content Type ◽  
Face To Face ◽  
The Relationship ◽  
A Company ◽  
Practical Implications ◽  
Scientific Officer

Purpose Dave Snowden has been an important voice in knowledge management over the years. As the founder and chief scientific officer of Cognitive Edge, a company focused on the development of the theory and practice of social complexity, he offers informative views on the relationship between big data/analytics and KM. Design/methodology/approach A face-to-face interview was held with Dave Snowden in May 2015 in Auckland, New Zealand. Findings According to Snowden, analytics in the form of algorithms are imperfect and can only to a small extent capture the reasoning and analytical capabilities of people. For this reason, while big data/analytics can be useful, they are limited and must be used in conjunction with human knowledge and reasoning. Practical implications Snowden offers his views on big data/analytics and how they can be used effectively in real world situations in combination with human reasoning and input, for example in fields from resource management to individual health care. Originality/value Snowden is an innovative thinker. He combines knowledge and experience from many fields and offers original views and understanding of big data/analytics, knowledge and management.

Fabrication of interview data

2018 ◽  
Vol 26 (2) ◽  
pp. 213-226 ◽  
Author(s):  
Jörg Blasius
Keyword(s):  
Survey Research ◽  
International Student ◽  
Student Assessment ◽  
Content Type ◽  
International Student Assessment ◽  
Pisa 2012 ◽  
Research Organizations ◽  
Using Data ◽  
Copy And Paste ◽  
Practical Implications

Purpose Evidence from past surveys suggests that some interviewees simplify their responses even in very well-organized and highly respected surveys. This paper aims to demonstrate that some interviewers, too, simplify their task by at least partly fabricating their data, and that, in some survey research institutes, employees simplify their task by fabricating entire interviews via copy and paste. Design/methodology/approach Using data from the principal questionnaires in the Programme for International Student Assessment (PISA) 2012 and the Programme for the International Assessment of Adult Competencies (PIAAC) data, the author applies statistical methods to search for fraudulent methods used by interviewers and employees at survey research organizations. Findings The author provides empirical evidence for potential fraud performed by interviewers and employees of survey research organizations in several countries that participated in PISA 2012 and PIAAC. Practical implications The proposed methods can be used as early as the initial phase of fieldwork to flag potentially problematic interviewer behavior such as copying responses. Originality/value The proposed methodology may help to improve data quality in survey research by detecting fabricated data.

Digital tools to promote remote lesson study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Joanna C. Weaver ◽  
Gabriel Matney ◽  
Allison M. Goedde ◽  
Jeremy R. Nadler ◽  
Nancy Patterson
Keyword(s):  
Teacher Education ◽  
Lesson Study ◽  
Online Courses ◽  
Digital Tools ◽  
Teacher Education Programs ◽  
Education Programs ◽  
Teacher Isolation ◽  
Content Type ◽  
Face To Face ◽  
Using Data

PurposeThe authors propose that a digital instructional delivery format of lesson study (LS) may have the potential to amplify particular aspects of traditional, face-to-face LS.Design/methodology/approachThis is a qualitative case study, using data triangulation, member checking and an inductive approach to open-coding utilizing grounded theory to identify codes and themes.FindingsDigital tools promoted LS and learning, allowing for rigorous collaboration, synchronous observations, data collection and feedback, leading to deeper understanding.Research limitations/implicationsDigital tools used in the online LS process changed how instructional planning can be researched, analyzed and written collaboratively and impacted the fluidity of a lesson, the ease of observation and reflection, student engagement and the researchers' and students' ability to share ideas in real time.Practical implicationsLS can be integrated into online teacher education programs to engage students in online learning and promotes engagement, peer interaction and student voice. The use of these digital tools is not restricted just to remote instructional contexts.Social implicationsLS reduces teacher isolation, builds a collaborative community of teachers and increases instructional motivation. Educators across schools, universities or districts can integrate online LS into remote teacher education programs and online courses.Originality/valueThis study is original work that has not been published elsewhere.

Policing in the COVID-19 pandemic: are rural police organizations immune?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Thomas J. Mrozla
Keyword(s):  
Design Methodology ◽  
The United States ◽  
Content Type ◽  
Public Health Emergencies ◽  
Police Organizations ◽  
Police Agencies ◽  
Health Tracking ◽  
Rural Police ◽  
Using Data ◽  
Practical Implications

PurposeThis study examined how rural police agencies have responded to the COVID-19 pandemic.Design/methodology/approachUsing data from various sources, this study first analyzed what factors influenced agency preparedness to respond to pandemics. Second, it examined how the pandemic influenced specific organizational practices.FindingsFindings revealed that as coronavirus infections increased in counties, supervisors were more likely be tasked with inspecting personal protective equipment (PPE), agencies were more likely to offer pandemic related training, health tracking of officers was more likely to occur and agencies were more likely to encounter a shortage of officers. In addition, as rurality increased, agencies were more likely to offer training but less likely to experience officers contracting COVID-19 and an officer shortage. Lastly, as the rurality of the county in which the agency resides increased, the ability to supply PPE decreased.Practical implicationsBased on these findings, it is imperative that rural police agencies give attention to risk management and the formulation of policy to prepare for public health emergencies.Originality/valueWhile knowledge about how large police agencies in the United States have responded during the coronavirus pandemic is building, little is known about rural policing during pandemics.

The factors behind working in virtual community

2019 ◽  
Vol 12 (2) ◽  
pp. 246-267 ◽  
Author(s):  
Anitha Acharya
Keyword(s):  
Virtual Teams ◽  
Virtual Community ◽  
Cost Savings ◽  
Working Hours ◽  
Substantial Cost ◽  
Content Type ◽  
Part Time ◽  
Research Findings ◽  
Hourly Basis ◽  
Practical Implications

Purpose In this paper, the prior research on virtual teams was reviewed to assess the state of the literature. The purpose of this paper is to determine why individuals prefer working in virtual teams (also termed liquid workers and part-time workers). Previous researchers have focussed on the benefits that organizations receive if they hire liquid workers, but to date, no research has been conducted to determine the perspective of these liquid workers. The various definitions of virtual teams are discussed and an integrative definition is proposed that suggests all teams may be defined in terms of their extent of virtualness. Design/methodology approach A systematic review of the literature on virtual teams was conducted. The data were collected from 12 informants. A thematic analysis was used to analyse the data. Findings Six main themes were identified, namely, pliability, opportunities, increased earnings, vigour, family and transportation. Research limitations/implications This study was conducted in a three-metropolitan city in India and warrants being extended to rural and international settings to gain additional insights and confirmation of the research findings. Practical implications It is suggested that organizations who recruit liquid workers will be in a position for substantial cost savings; this is because organizations usually make payment of liquid workers’ wages on an hourly basis. This will help the organizations to schedule the number of working hours depending on their needs. Originality/value The current study is novel as there is a paucity of research in identifying the factors behind working in the virtual community in India. This study presents the first research of its kind to the best knowledge of the author, and the findings will be valuable for companies who are looking for cost savings.

Learning together and working apart: routines for organizational learning in virtual teams

2017 ◽  
Vol 24 (3) ◽  
pp. 138-149 ◽  
Author(s):  
Nancy Dixon
Keyword(s):  
Organizational Learning ◽  
Virtual Teams ◽  
Virtual Team ◽  
Critical Issue ◽  
Future Research ◽  
Information Industry ◽  
Content Type ◽  
Face To Face ◽  
Virtual Teaming

Purpose Research suggests that teaming routines facilitate learning in teams. This paper identifies and details how specific teaming routines, implemented in a virtual team, support its continual learning. The study’s focus was to generate authentic and descriptive accounts of the interviewees’ experiences with virtual teaming routines. Design/methodology/approach This case study gathered concrete, practical and context-dependent knowledge about virtual teaming routines in a specific environment. The main source of data was narrative expert interviews with working members of the team. Findings This study illustrates how a mix of face-to-face and virtual routines can ensure organizational learning in virtual teams. Research limitations/implications This case study is limited to one virtual team in the information industry. Future research could build on this research to study virtual teams in other industries. Practical implications This research offers specific examples of teaming routines that managers of virtual teams might adapt in managing their own teams. Social implications Given that the use of virtual teams is a growing phenomenon, understanding how to help those teams learn effectively is a critical issue. Originality/value This case study extends the research on teaming routines to virtual teams.

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