scholarly journals Virtual Team Leader Communication: Employee Perception and Organizational Reality

2019 ◽  
Vol 57 (4) ◽  
pp. 452-473 ◽  
Author(s):  
Sean A. Newman ◽  
Robert C. Ford ◽  
Greg W. Marshall
Keyword(s):  
Team Performance ◽  
Balanced Scorecard ◽  
Virtual Team ◽  
Performance Outcomes ◽  
Communication Effectiveness ◽  
Team Members ◽  
Leader Communication ◽  
Perceptions Of Leaders ◽  
Effective Use ◽  
The Relationship

Based on a study of leader communication effectiveness conducted in a large human resource outsourcing firm, this article reports how virtual team members’ perceptions of their leaders’ effective use of communication tools and techniques affect team performance outcomes. The study also investigates the role that trust plays in moderating the relationship between virtual team members’ perceptions of their leaders’ effective use of communication and team performance. Analysis of 458 responses from 68 teams found a positive relationship between virtual team members’ perceptions of leaders’ effective use of communications and team members’ perception of their team’s performance. The study also found that trust strengthens the relationship between perceived leader communication effectiveness and team performance results. Last, the study also revealed serious organizational alignment issues between what team members perceived to be effective leader communication, their perception of team performance outcomes, and the organizations performance measured by a balanced scorecard.

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.

Sustainability balanced scorecard architecture and environmental performance outcomes: a systematic review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Suaad Jassem ◽  
Zarina Zakaria ◽  
Anna Che Azmi
Keyword(s):  
Conceptual Framework ◽  
Balanced Scorecard ◽  
Environmental Performance ◽  
Performance Outcomes ◽  
Decision Makers ◽  
Future Research ◽  
Double Blind ◽  
Holistic Model ◽  
Content Type ◽  
The Relationship

PurposeThis study aims to assess the current state of research on the use of sustainability balanced scorecards (SBSCs), as they relate to environmental performance-related outcomes. It also seeks to present a conceptual framework proposing relationships between SBSC and environmental performance.Design/methodology/approachThis paper conducts a systematic literature review of articles published in double-blind peer-reviewed journals that are listed on Scopus and/or Web of Science databases.FindingsThe first part of the paper reveals that two architectures of SBSC appear to be dominant in the literature (SBSC-4 where sustainability parameters are integrated with the four perspectives of the balanced scorecard and SBSC-5 where sustainability is shown as an additional standalone fifth perspective). The next part of the paper presents a conceptual model relating SBSC as decision-making tools to environmental performance outcomes. The paper also indicates that SBSC knowledge mediates the above relationships. Furthermore, based on the theory of expert competence, the presence of experts possibly moderates the relationship between SBSC architecture and environmental performance outcomes.Research limitations/implicationsThe literature indicates a lack of consensus on establishing a clear linkage on the relationship between SBSC architecture and environmental performance outcomes. As a result, a holistic conceptual framework where SBSC knowledge acts as a mediator and presence of experts as a moderator may be able to provide a more consistent relationship between SBSC architecture and environmental performance outcomes.Practical implicationsThe conceptual framework proposed provides factors to be considered by decision makers, for effective outcomes when aiming to achieve environmental stewardship objectives.Social implicationsEnvironmental performance by business organisations have come under close scrutiny of stakeholders. As a result, the holistic model proposed in the current study may pave the path for decision-makers to achieve superior environmental outcomes, leading to greater satisfaction of stakeholders such as the communities that are impacted by the business operations of an organisation.Originality/valueThis is the first paper to propose a model for future research regarding the link between SBSC and environmental performance outcomes – with expert managers acting as moderators and SBSC knowledge acting as a mediator.

The Impact of Trust on Virtual Team Effectiveness

2014 ◽  
Vol 4 (1) ◽  
pp. 11-28 ◽  
Author(s):  
Yasser A. El-Kassrawy
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Structural Equations ◽  
Team Members ◽  
Competitive Environments ◽  
Team Satisfaction ◽  
And Performance ◽  
The Impact

Given the important role of information technology, virtuality has become crucial issue in contemporary organizations. Virtual teams are comprised of members who are located in more than one physical location. They need to be effectively collaborating to harness their full performance capabilities in order to compete in the highly competitive environments. However, virtual team effectiveness is affected by determinants of trust which include three types; personality, cognitive and institutional-based trust. Therefore, this paper examines the impact of trust determinants on virtual team effectiveness represented in virtual team satisfaction and performance. Through a survey of 125 virtual team members who had experienced at least two years in this field, the results indicated that determinants of trust positively influence virtual team satisfaction and virtual team performance. The authors' structural equations modeling findings also support our hypothetical predictions that personality- based trust, cognitive- based trust and institutional- based trust have a dramatic impact on both of virtual team satisfaction and virtual team performance. Moreover, institutional- based trust is the uppermost driver of virtual team effectiveness. This study provides novel insights into virtual team behaviours, managerial and research implications for effective virtual team.

Study of Team Management and Performance with Linear Regression: A Empirical Study Based on 12 Step Method

2017 ◽  
Vol 14 (1) ◽  
pp. 168-176
Author(s):  
Jian Yu ◽  
Weichu Xu ◽  
M Rogers
Keyword(s):  
Team Performance ◽  
Business Students ◽  
University Student ◽  
Team Management ◽  
Step Method ◽  
Team Members ◽  
Student Teams ◽  
Teamwork Skills ◽  
And Performance ◽  
The Relationship

Teamwork skills have becoming an important asset that employees can bring into an organization. How to make employees work with other team members and make team effective is an important issue in business education. In order to make sense which factors in team management will help improve team performance, we try to design a test among students. In this paper, we focus on using 12-step method to help business students acquire their teamwork skills and improve their team performance in class, and propose and examine several hypotheses on the relationship between 12-step and their impact on team performance with a dataset collecting from university student teams. The results show that initial sharing, continuous sharing and feedbacks are positively associated with team performance, but expectation, equity and celebration are negatively associated with team performance. The findings provide some insights about how to apply different steps in different environments, and show that some measures and steps should be paid more attention in training in a firm or other organizations.

Leader dark personality and team agreeableness: a recipe for volatile team performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nishant Uppal
Keyword(s):  
Team Performance ◽  
Dark Triad ◽  
Team Leaders ◽  
Content Type ◽  
Team Members ◽  
Sales Team ◽  
Performance Variability ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to examine the effects of the leaders’ dark triad (DT) personality traits, namely, Machiavellianism, Narcissism and Psychopathy, on the team performance variability. Furthermore, this work explores the role of team agreeableness in the above relationship. Design/methodology/approach The study is based on the longitudinal and archival data obtained from the sales team (team leaders: n = 190; team members: n = 832) of 19 firms dealing with fast-moving consumer goods in India. Findings From the finding of the study, it can be inferred that the presence of DT traits in the leaders causes high fluctuations in team performance. Besides, team agreeableness was found to moderate the relationship between the DT traits of the leaders and the team performance variability. Originality/value The theoretical and practical implications of the study are also discussed.

scholarly journals Boundarylessness and sleep quality among virtual team members – a cross-sectional study from Germany

2020 ◽  
Author(s):  
Elisabeth Rohwer ◽  
Ann-Christin Kordsmeyer ◽  
Volker Harth ◽  
Stefanie Mache
Keyword(s):  
Sleep Quality ◽  
Virtual Team ◽  
Cross Sectional Study ◽  
Prevention Measures ◽  
Sectional Study ◽  
Cross Sectional ◽  
Team Members ◽  
Virtual Teamwork ◽  
Psychological Detachment ◽  
The Relationship

Abstract Background In the course of globalisation and digitalisation, new ways of work become increasingly prevalent. To remain competitive as an organisation, cooperation across time, place, and organisational boundaries becomes necessary. Virtual teamwork offers these advantages, but can also be both, an opportunity and a burden, for employees. The aim of this study is to gain first insights into job demands and resources in virtual teamwork to create a basis for deducing appropriate health promotion and prevention measures. Methods In this cross-sectional study, an online questionnaire was used to examine the relationship between boundarylessness as a job demand, psychological detachment as a personal resource, as well as perceived stress and sleep quality as health outcomes among 46 employees in virtual teamwork in Germany. Data collection lasted from October 2019 to January 2020. Validated scales were used for the questionnaire, except for virtuality. Due to insufficient operationalisation to date, a virtuality scale was developed based on the current state of research. The data were analysed with multiple regression analyses. Results The results show that virtuality and perceived stress impaired sleep quality of virtual team members in this sample. In contrast, successful psychological detachment from work was positively related to sleep quality. There were no significant results for boundarylessness. Virtual team members with managerial responsibility showed higher levels of psychological detachment. Conclusion The study provides first insights in the relationship between virtual teamwork and employee health in the German context. Further research, particularly on job demands in virtual teamwork, is needed to derive concrete health promotion and prevention measures.

Why won’t task conflict cooperate? Deciphering stubborn results

2014 ◽  
Vol 25 (4) ◽  
pp. 333-358 ◽  
Author(s):  
Misty L. Loughry ◽  
Allen C. Amason
Keyword(s):  
Individual Differences ◽  
Conflict Management ◽  
Team Performance ◽  
Positive Relationship ◽  
Task Conflict ◽  
Empirical Literature ◽  
Content Type ◽  
Team Members ◽  
And Performance ◽  
The Relationship

Purpose – The purpose of this paper is to suggest why the theoretically positive relationship between task conflict and team performance has received mixed empirical support. Design/methodology/approach – We review the literature on task conflict and offer explanations for findings that contradict the expected positive relationship between task conflict and team performance. Findings – High levels of correlation among task, relationship and process conflict, and measurement and data analysis issues make it difficult to isolate the effects of each type of conflict. Group-level moderators, including values congruence, goal alignment, norms for debate and the group’s performance history and conflict history affect the relationship between task conflict and performance. The complex relationship between conflict and trust may cause task conflict to have mixed effects on performance. Individual differences and conflict management approaches also affect the relationship between task conflict and performance. Temporal issues and stages of group development are other relevant influences. Practical implications – To better achieve the theorized performance benefits of task conflict, a context characterized by trust is needed. Then norms fostering task conflict can be cultivated and employees can be trained in conflict management. Individual differences that affect team members’ ability to confidently accept task conflict can be considered in selection. Originality/value – Suggestions are presented for future research that may explain discrepant findings in the past empirical literature. In particular, it may be difficult for some team members to perceive task conflict in well-functioning teams. Measures of task conflict that avoid the use of words with a negative connotation should be tested.

scholarly journals The impact of negative mood on team performance

2006 ◽  
Vol 12 (2) ◽  
pp. 131-145 ◽  
Author(s):  
Peter J Jordan ◽  
Sandra A Lawrence ◽  
Ashlea C Troth
Keyword(s):  
Team Performance ◽  
Detrimental Effect ◽  
Negative Mood ◽  
Poor Performance ◽  
Theory And Practice ◽  
Team Processes ◽  
Team Members ◽  
Team Conflict ◽  
The Impact ◽  
The Relationship

ABSTRACTAlthough organisations often implement team-based structures to improve performance, such restructuring does not automatically ameliorate poor performance. The study in this article explores the relationship between team members' negative mood and team processes (social cohesion, workload sharing, team conflict) to determine if negative mood has a detrimental effect on team performance via team processes. Two hundred and forty one participants completed surveys and were involved in an independently rated performance task that was completed over eight weeks. Negative mood was found to influence team processes and as a consequence, team performance. The results, however, were not uniformly negative. Implications for theory and practice are discussed.

Investigating the relationships among team emotional intelligence, trust, conflict and team performance

2019 ◽  
Vol 25 (1/2) ◽  
pp. 120-137 ◽  
Author(s):  
Azadeh Rezvani ◽  
Rowena Barrett ◽  
Pouria Khosravi
Keyword(s):  
Emotional Intelligence ◽  
Team Performance ◽  
Construction Projects ◽  
Large Scale ◽  
Scale Construction ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Team Conflict ◽  
The Relationship

PurposeThe purpose of the study is to enhance understanding of the relationships among team emotional intelligence (EI), trust in team, conflict in team and team performance.Design/methodology/approachA sample of 389 team members from 84 project teams in large-scale construction projects was surveyed.FindingsFindings showed that team EI is positively associated with team performance. In addition, trust and conflict in the team mediate the association between team EI and team performance.Practical implicationsThe ability to perceive one’s own and others’ emotions significantly increases the likelihood of team performance by increasing trust in a team and reducing conflict. Therefore, managers can use these findings to boost team performance and reduce conflict in their teams.Originality/valueThis research contributes to the better understanding of the relationship between team EI and team performance in large-scale construction projects. In addition, this research is an empirical investigation into the mediation variables linking EI to team performance.

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