A wealth of research is associated with virtual teams and collaboration technologies; however, no integrated model is available to guide decision-makers at large organisations in the strategic implementation and management of “virtuality.” Whilst collaboration through technology has become commonplace in modern teams, it is not yet clear if Enterprise 2.0 organisations have made changes to accommodate and support this new mode of work. In other words, managing “virtuality” requires supporting tools and research in order to maximise the benefits and diminish the challenges inherent in it. This chapter presents findings of research relating to managing “virtualtiy” that culminates in the development and evaluation of a management model that guides large organisations in implementing and managing virtual teams. The findings demonstrate that there are benefits associated with virtual teamwork; however, a structured approach is essential to realise and maximise such benefits. The authors uncover several critical success factors in managing virtual teams, and they also learned that the implementation of enabling technologies must be carefully planned to ensure successful adoption by the intended audience. This chapter provides practitioners with a structured approach to implementing and managing virtual teams in an Enterprise 2.0 environment. Essential conditions for success are identified, specific organisational level tasks are presented, a process to ensure the introduction of new technologies is documented, and the critical success factors to create and manage virtual teams are synthesised and presented.
CRITICAL SUCCESS FACTORS IN MANAGING VIRTUAL TEAMS: FRAMEWORK AND RELATIONSHIPS
