A Macroergonomic Approach to Distributed Team Performance

2002 ◽  
Vol 46 (15) ◽  
pp. 1335-1339 ◽  
Author(s):  
Haydee M. Cuevas ◽  
Stephen M. Fiore ◽  
Eduardo Salas ◽  
Clint A. Bowers
Keyword(s):  
Decision Making ◽  
Group Dynamics ◽  
Team Performance ◽  
Self Regulation ◽  
Theory And Practice ◽  
Distributed Teams ◽  
Negative Effects ◽  
Team Members ◽  
Distributed Team ◽  
Practical Guidelines

With the structure of teams in organizations increasing in complexity to include both co-located and distributed team members, explicit linkages between theory and practice are critically needed to mitigate the negative effects that computer-mediated interaction may have on distributed team performance. Following a macroergonomic approach, this paper focuses on describing how theories from organizational psychology can address some of the challenges faced by this small, but growing, subset of teams. Specifically, theories in motivation, group dynamics, and decision making can be applied to offer practical guidelines to foster the development of positive team attitudes (e.g., cohesion, trust) and behaviors (e.g., goal-setting, self-regulation), and successful decision making performance in distributed teams.

Trust in Distributed Teams

2011 ◽  
pp. 98-112
Author(s):  
Stephen Rylander
Keyword(s):  
Professional Relationships ◽  
Distributed Teams ◽  
Team Members ◽  
Face To Face ◽  
Distributed Team ◽  
Basic Need ◽  
The Individual ◽  
Team Model

Creating and maintaining trust amongst distributed team members is required for an organization to benefit from a distributed team model. Where face-to-face interactions were once the only model to gradually create trust, different models are required for a team that is not co-located. This chapter examines the basic need for trust, how the individual comes before the team, barriers to trust, and prepares the reader to examine his or her own situation to improve or create a new team based on trusting professional relationships.

Managing Social Distance in Geographically Distributed Teams

2021 ◽  
pp. 286-307
Author(s):  
Vinita Seshadri ◽  
Elangovan N.
Keyword(s):  
Social Distance ◽  
Team Effectiveness ◽  
Contextual Information ◽  
Negative Relationship ◽  
Distributed Teams ◽  
Team Members ◽  
Shared Identity ◽  
The Social ◽  
Distributed Team ◽  
Geographically Distributed

The chapter highlights the social distance, i.e. lack of emotional connection, formed among individuals working remotely in a geographically distributed team. The virtuality and cultural diversity of such teams creates limited opportunities for dispersed members to build social ties with remote team members leading to formation of ‘us' versus ‘them' attitudes which corrode team effectiveness. Based on a survey of 482 Indian IT professionals working in distributed teams, we find that social distance negatively impacts team effectiveness. Further, the results of the study show that practices such as task interdependence, inclusive communication, contextual information and shared identity can moderate the negative relationship between social distance and team effectiveness at varying levels of perceived status equality among individuals working in geographically distributed teams. The chapter provides recommendations for the effective management of geographically distributed teams whereby managers act as a bridge between the team members to overcome social distance.

The Influence of National and Organisational Culture on Knowledge Sharing in Distributed Teams

2016 ◽  
Vol 6 (1) ◽  
pp. 19-37 ◽  
Author(s):  
Kerstin Siakas ◽  
Elli Georgiadou ◽  
Dimitrios Siakas
Keyword(s):  
Knowledge Sharing ◽  
Cultural Values ◽  
Business Environment ◽  
Organisational Culture ◽  
Distributed Teams ◽  
Cultural Dynamics ◽  
Team Members ◽  
Code Model ◽  
Large Numbers ◽  
Distributed Team

In today's competitive business environment increasingly large numbers of organisations use distributed teams in their international operations. This paper provides a basis for discussion and analysis of knowledge sharing between distributed team members working in a global context in different organisational and national cultures. Examining the different cultural values and perceptions related to knowledge sharing, the authors aim at making more explicit the human and cultural dynamics that bear on knowledge sharing and knowledge management success. A lifecycle for knowledge creation and sharing is discussed. The use of Cultural and Organisational Diversity Evaluation (CODE) is proposed for assessing the fit between national and organisational culture. The objective of using the CODE model is to raise awareness of the cultural values and attitudes in distributed teams and in combination with the life-cycle to ensure an effective process quality management and foster a knowledge sharing culture within distributed team members.

Offshore Vendors’ Software Development Team Configurations

2011 ◽  
Vol 19 (3) ◽  
pp. 1-29
Author(s):  
Suranjan Chakraborty ◽  
Saonee Sarker ◽  
Sudhanshu Rai ◽  
Suprateek Sarker ◽  
Ranganadhan Nadadhur
Keyword(s):  
Software Development ◽  
Distributed Teams ◽  
Team Members ◽  
Development Team ◽  
Configuration Theory ◽  
Home Location ◽  
Distributed Team ◽  
Different Types ◽  
The One ◽  
Off Shoring

This research uses configuration theory and data collected from a major IT vendor organization to examine primary configurations of distributed teams in a global off-shoring context. The study indicates that off-shoring vendor organizations typically deploy three different types of configurations, which the authors term as thin-at-client, thick-at-client, and hybrid. These configurations differ in terms of the size of the sub-teams in the different distributed locations and the nature of the ISD-related tasks performed by the distributed team members. In addition, the different configurations were compared on their inherent process-related and resource-related flexibilities. The thick-at-client configuration emerged as the one that offers superior flexibility (in all dimensions).However, additional analysis also revealed contingencies apart from flexibility that may influence the appropriateness of the distributed ISD team configuration, including the volatility of the client organization’s environment and the extent to which the ISD tasks can be effortlessly moved to the vendor’s home location.

The Influence of National and Organisational Culture on Knowledge Sharing in Distributed Teams

2020 ◽  
pp. 533-555
Author(s):  
Kerstin Siakas ◽  
Elli Georgiadou ◽  
Dimitrios Siakas
Keyword(s):  
Knowledge Sharing ◽  
Cultural Values ◽  
Business Environment ◽  
Organisational Culture ◽  
Distributed Teams ◽  
Cultural Dynamics ◽  
Team Members ◽  
Code Model ◽  
Large Numbers ◽  
Distributed Team

In today's competitive business environment increasingly large numbers of organisations use distributed teams in their international operations. This paper provides a basis for discussion and analysis of knowledge sharing between distributed team members working in a global context in different organisational and national cultures. Examining the different cultural values and perceptions related to knowledge sharing, the authors aim at making more explicit the human and cultural dynamics that bear on knowledge sharing and knowledge management success. A lifecycle for knowledge creation and sharing is discussed. The use of Cultural and Organisational Diversity Evaluation (CODE) is proposed for assessing the fit between national and organisational culture. The objective of using the CODE model is to raise awareness of the cultural values and attitudes in distributed teams and in combination with the life-cycle to ensure an effective process quality management and foster a knowledge sharing culture within distributed team members.

A Systematic Review of Communication in Distributed Crews in High-Risk Environments

2018 ◽  
Vol 62 (1) ◽  
pp. 102-106
Author(s):  
Justine Rockwood ◽  
Dan Nathan-Roberts
Keyword(s):  
Systematic Review ◽  
High Risk ◽  
Team Performance ◽  
Task Complexity ◽  
Distributed Teams ◽  
Future Research ◽  
Team Members ◽  
Risk Environments ◽  
The Impact ◽  
High Risk Environments

Effective communication is critical to team performance but can be impacted by the distribution of team members. Distribution is increasingly found in high-risk environments where task complexity necessitates geographic and/or temporal separation of team members. Understanding the impact of distribution on communication is critical to ensuring effective team performance. We review the research examining communication in distributed teams in high-risk environments to provide an overview of the literature to date. Articles examining communication in distributed teams were analyzed in a systematic review following Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines. Themes relevant to the research question were extracted from the studies using thematic analysis. Five themes were identified: updating shared mental models, effects of transmission lags, content of communication, communication protocols, and technological advances. The five themes identify directions for future research.

scholarly journals The Effect of Diversity towards Team Conflict and How Emotional Intelligence Role as Moderating Variable in Improving Team Performance: A Theoretical Study

2021 ◽  
Vol 04 (11) ◽  
Author(s):  
Setria Feri ◽  
Keyword(s):  
Emotional Intelligence ◽  
Team Performance ◽  
Organizational Support ◽  
Negative Impact ◽  
Negative Effects ◽  
Team Processes ◽  
Team Members ◽  
Team Conflict ◽  
Values And Beliefs ◽  
Relationship Of

This article is a literature review that discusses the effect of diversity on the occurrence of team conflict and how emotion al intelligence role as a moderating variable to improve team performance. Diversity may trigger relationship conflicts within the team that affect their performance. However, not all diversity has a negative impact if the organization concerned can create a cohesiv e team. Team members with higher levels of expertise on the team should be given more influence over team processes and outcomes. Organizational support and openness have different effects on the relationship of diversity to the occurrence of conflict within the organiz ation. The emotional intelligence of team members was found to play an important role in reducing the negative effects that might be trigg ered by diversity. Emotionally intelligent team members are generally more capable of dealing with differences. Thus, they are more aware of the creative potential of their different thoughts, values, and beliefs. In conclusion, one of the efforts to improve team performance is to reduce or prevent conflicts within the team through emotional intelligence.

New Approaches Needed to Support the Distributed Environment

2011 ◽  
pp. 251-263
Author(s):  
William H. Young ◽  
Brenda G. Young
Keyword(s):  
Distributed Teams ◽  
The Internet ◽  
Distributed Environment ◽  
Negative Effects ◽  
Successful Management ◽  
Development Education ◽  
Distributed Team ◽  
And Training ◽  
Share Information

The implications of all these changes are becoming clearer for HR development, education, and training functions. These changes will make it easier to share information and optimize knowledge creation. They will affect the continuing evolution of the workforce because access to the Internet and a laptop are no longer enough for successful management of a distributed team. Keeping up with change effectively is an important part of a company’s long-term plan. Forward-looking organizations will implement strategies to maximize the benefits of these changes and soften the negative effects. Well-managed distributed teams can be an integral part of a company’s strategy and can provide major benefits to the company.

Virtual Teams as Sociotechnical Systems

2005 ◽  
pp. 3007-3012
Author(s):  
Haydee M. Cuevas ◽  
Stephen M. Fiore ◽  
Eduardo Salas ◽  
Clint A. Bowers
Keyword(s):  
Information Technology ◽  
Virtual Teams ◽  
Virtual Team ◽  
Sociotechnical Systems ◽  
Theory And Practice ◽  
Negative Effects ◽  
Team Members ◽  
Team Productivity ◽  
National Boundaries ◽  
Systems Framework

A virtual team can be described as an organizational unit unconstrained by geographical, temporal, organizational, and/or national boundaries (Townsend, DeMarie & Hendrickson, 1998). Despite their rising popularity, numerous issues exist surrounding how virtual teams can productively coordinate their resources, activities, and information, often in dynamic and uncertain task environments (Fiore, Salas, Cuevas & Bowers, 2003; Townsend et al., 1998). With organizational structure increasing in complexity to include both co-located and virtual team members, explicit linkages between theory and practice are critically needed to mitigate the negative effects that technology-mediated interaction may have on virtual team productivity. Our goal here is to demonstrate how classic and current theories and principles from organizational psychology can be effectively integrated within a sociotechnical systems framework to address the unique challenges faced by this subset of teams. Specifically, we analyze the effects that collaborative information technology and lack of co-location may have on virtual team members. We conclude with suggested interventions for organizational practice.

Offshore Vendors’ Software Development Team Configurations

2012 ◽  
pp. 176-204
Author(s):  
Suranjan Chakraborty ◽  
Saonee Sarker ◽  
Sudhanshu Rai ◽  
Suprateek Sarker ◽  
Ranganadhan Nadadhur
Keyword(s):  
Software Development ◽  
Distributed Teams ◽  
Team Members ◽  
Development Team ◽  
Configuration Theory ◽  
Home Location ◽  
Distributed Team ◽  
Different Types ◽  
The One ◽  
Off Shoring

This research uses configuration theory and data collected from a major IT vendor organization to examine primary configurations of distributed teams in a global off-shoring context. The study indicates that off-shoring vendor organizations typically deploy three different types of configurations, which the authors term as thin-at-client, thick-at-client, and hybrid. These configurations differ in terms of the size of the sub-teams in the different distributed locations and the nature of the ISD-related tasks performed by the distributed team members. In addition, the different configurations were compared on their inherent process-related and resource-related flexibilities. The thick-at-client configuration emerged as the one that offers superior flexibility (in all dimensions).However, additional analysis also revealed contingencies apart from flexibility that may influence the appropriateness of the distributed ISD team configuration, including the volatility of the client organization’s environment and the extent to which the ISD tasks can be effortlessly moved to the vendor’s home location.

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