scholarly journals Did the COVID-19 Lock-Down Make Us Better at Working in Virtual Teams?

2021 ◽  
pp. 104649642110089
Author(s):  
Florian E. Klonek ◽  
Lisette Kanse ◽  
Serena Wee ◽  
Cecilia Runneboom ◽  
Sharon K. Parker
Keyword(s):  
System Theory ◽  
Conflict Management ◽  
Virtual Teams ◽  
Virtual Work ◽  
Adaptation Effect ◽  
Transition Phase ◽  
Team Processes ◽  
Event System ◽  
And Performance ◽  
Immediate Transition

The COVID-19 pandemic was a key event forcing an increase in virtual work. Drawing on event system theory, we examined whether virtual teams showed enhanced processes in later stages of the pandemic compared to the early stages of the pandemic. We collected data from 54 virtual teams ( N = 152 individuals) who worked on a 30-minute task. We measured team processes and performance. Virtual teams during the post-transition phase (June–August 2020) showed better levels of team action processes and conflict management compared to teams working in the immediate transition phase (March–May 2020), indicative of an adaptation effect.

scholarly journals The power of individual cultural values in global virtual teams

2012 ◽  
Vol 12 (2) ◽  
pp. 193-210 ◽  
Author(s):  
Audra I. Mockaitis ◽  
Elizabeth L. Rose ◽  
Peter Zettinig
Keyword(s):  
Cultural Values ◽  
Cultural Differences ◽  
Virtual Teams ◽  
Virtual Team ◽  
Global Teams ◽  
Global Virtual Teams ◽  
Team Processes ◽  
Team Members ◽  
Face To Face ◽  
The Relationship

This paper investigates the perceptions of members of 43 culturally diverse global virtual teams, with respect to team processes and outcomes. Despite widespread acknowledgement of the challenges presented by cultural differences in the context of global teams, little is known about the effect of these differences on team dynamics in the absence of face-to-face interaction. Using a student-based sample, we study the relationship between global virtual team members’ individualistic and collectivistic orientations and their evaluations of trust, interdependence, communication and information sharing, and conflict during the team task. Our results suggest that a collectivist orientation is associated with more favorable impressions regarding global virtual team processes and that cultural differences are not concealed by virtual means of communication.

The Influence of Team Monitoring on Team Processes and Performance

2004 ◽  
Vol 17 (1) ◽  
pp. 25-41 ◽  
Author(s):  
Michelle A. Marks ◽  
Frederick J. Panzer
Keyword(s):  
Team Processes ◽  
And Performance

The Impact of External Factors on Virtual Teams

Virtual Teams ◽  
2011 ◽  
pp. 70-90 ◽  
Author(s):  
Andrea Hornett
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
External Factors ◽  
Work Environments ◽  
Project Teams ◽  
Team Leaders ◽  
Team Members ◽  
Dynamic Forces ◽  
The Impact

Practitioners and researchers need to pay attention to how corporate organizing structures are impacting and are impacted by virtual work environments. Virtual teams are powerful organizing mechanisms, but they are not without limitations. This chapter reports on two cases in which dynamics outside the virtual project teams powerfully affected the teams. These cases, both based on studies of real project teams operating inside corporations, highlight the desirability of understanding virtual teams in context. While external factors are not unique to teamwork, their role has not been explored in depth in research on virtual teams. Dynamic forces outside teams seem more difficult to anticipate and to identify when team members are working virtually, and these powerful but invisible dynamics can be frustrating to virtual team leaders and members. Concluded in this chapter is that contrary to initial expectations, virtual teams are not replacing traditional forms of organizing. They are coexisting with traditional forms and dynamics, such as business drivers, hierarchies, departments, strategic priorities, and business needs. This coexistence can be fraught with conflict.

Studying Virtual Work in Teams, Organizations and Communities

2011 ◽  
pp. 150-165 ◽  
Author(s):  
Daniel Robey ◽  
Leigh Jin
Keyword(s):  
Empirical Research ◽  
Virtual Teams ◽  
Virtual Work ◽  
Participant Observation ◽  
Professional Communities ◽  
Data Generation ◽  
Empirical Methods ◽  
Different Types

This chapter addresses empirical methods for obtaining data on virtual teams, organizations and professional communities. We begin by reviewing different ways of defining virtual work. We then examine two epistemological paradoxes involved in empirical research on virtual work: (1) virtual work is simultaneously mobile and motionless, and (2) virtual work is simultaneously distributed and situated. We address these paradoxes by identifying four data generation approaches that can be used separately or in combination: participant observation, computer logs, interview, and questionnaire. The chapter describes each of these methods and illustrates each with one or more exemplary studies. By studying virtual teams, organizations, and communities from various angles with different types of data, researchers can better inform the process of theorizing.

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.

A Work Roles and Leadership Functions of Managers in Virtual Teams

2008 ◽  
pp. 1198-1213
Author(s):  
Udo Konradt ◽  
Julia E. Hoch
Keyword(s):  
Virtual Teams ◽  
Middle Managers ◽  
Leadership Roles ◽  
Competing Values ◽  
Work Roles ◽  
Line Managers ◽  
Team Success ◽  
Leading Position ◽  
Frame Work ◽  
And Performance

This study examined the perceived importance of line managers and middle managers in virtual teams of what work roles and leadership functions are necessary to promote virtual team success and performance. Using Quinn’s (1988) competing values frame-work it was found that control-related roles of directors and producers were perceived to be most important. With years in a leading position, the repertoire of leadership roles needed to successfully lead virtual teams declined. Additionally, middle managers compared to line managers perceived people oriented leadership functions (i.e., mentor and facilitator roles) and flexibility-related work roles (i.e., innovator and mentor roles) as more important whereas line managers compared to middle managers perceived stability leadership functions (i.e., monitor and coordinator roles) as more important. Theoretical and methodological implications are discussed.

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