scholarly journals A study of the labor process from a technology transformation perspective: the case of internet virtual teams

2021 ◽  
Vol 8 (1) ◽  
Author(s):  
Meng Liang
Keyword(s):  
Virtual Teams ◽  
Institutional Arrangement ◽  
Virtual Team ◽  
Labor Process ◽  
Team Management ◽  
Managerial Control ◽  
Surplus Value ◽  
Preceding Discussion ◽  
Technology Transformation ◽  
Hierarchical Features

AbstractThis article presents an empirical study of the labor process of internet virtual teams. It argues that organizations with a “horizontally virtual and vertically real” structure face a dilemma in the virtual team labor process. While a culture of engineers, which embodies equality, liberty, and cooperation, is the cultural basis of the virtual team, management is bureaucratic, emphasizing individual interests and hierarchical features. The coexistence of the two leads to cooperation and division of labor in virtual teams. Essentially, this is a compromising institutional arrangement adopted by corporations to triangulate technology culture and managerial control to obtain surplus value. Based on the preceding discussion, this paper ends by proposing a new theoretical framework for studying the labor process under the technological conditions of the internet.

Virtual Team Management for Higher Performance

2016 ◽  
pp. 298-310
Author(s):  
Edward T. Chen
Keyword(s):  
Virtual Teams ◽  
Business Strategy ◽  
Cost Effective ◽  
Virtual Team ◽  
Business Environment ◽  
Business Leaders ◽  
Behavioral Characteristics ◽  
Team Management ◽  
Talent Pool ◽  
Effective Manner

This chapter aims to explore the increasing utilization of virtual teams in the existing globally competitive and complex business environment of the 21st century. With virtual teams, companies can expand their talent pool beyond geographical barriers. Furthermore, they can incorporate a follow-the-sun process in their business strategy. Combined, this leveraged approach can better position companies to meet market demands in a more timely and cost-effective manner. To achieve this competitive advantage, business leaders must thoroughly understand the challenges associated with developing and managing virtual teams. This chapter examines the reasons for utilizing virtual teams, challenges that stem from diversity, structural and behavioral characteristics, managerial considerations for effective leadership, supporting technologies, best practices, and future implications.

Mobile Collaboration Support for Virtual Teams

2017 ◽  
Vol 28 (3) ◽  
pp. 48-69 ◽  
Author(s):  
Keng Siau ◽  
Min Ling
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Virtual Collaboration ◽  
Conceptual Foundation ◽  
Work Systems ◽  
Team Members ◽  
Development Teams ◽  
Geographically Distributed ◽  
Qualitative Technique ◽  
Sophisticated Technology

Organizations increasingly depend on virtual teams in which geographically distributed individuals use sophisticated technology to interact and collaborate. With the advancement of mobile and wireless technology, mobile support for collaboration among virtual team members is becoming increasingly important and popular. In this research, we study the values of mobile support for virtual team members. Using the qualitative technique, Value-Focused Thinking approach, proposed by Keeney, we interviewed 30 subjects who were involved in information systems development teams and asked them the values of mobile support for virtual collaboration. This study uses Alter's Work Systems Theory as the conceptual foundation.

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.

A Study Of Strategic Sourcing And Strategic Supporting Of Virtual Teams

2021 ◽  
Vol 86 (2) ◽  
pp. 45-53
Author(s):  
Ajantha Dharmasiri ◽  
G.H. Jayakody
Keyword(s):  
Virtual Teams ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Virtual Team ◽  
Strategic Sourcing ◽  
Information And Communication ◽  
Reported Data ◽  
Depth Interviews

The number of virtual teams has increased in recent years due to globalization of business, advanced information and communication technology and increased need for innovation and competitiveness. In this article, two different virtual team arrangements that are successful in meeting their current competitive needs are reported. Data collected using in-depth interviews were analyzed and several key patterns that support strategic sourcing and strategic supporting emerged. Accordingly, the organization with “virtual teams in an organization (VTO)”structure indicated support for strategic supporting whereas the organization with “Organization as Virtual Teams (OVT)” structure indicated patterns that support strategic sourcing. The authors envisage that there is an opportunity for HRM to leverage on strategic opportunities when overlap of VTO and OVT structures is considered.

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.

МАNAGEMENT OF VIRTUAL TEAMS IN EDUCATION

2021 ◽  
Vol 12 (1) ◽  
pp. 256-260
Author(s):  
Ivaylo Staribratov ◽  
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Traditional Education ◽  
National Commission ◽  
National Program ◽  
Record System ◽  
Career Training ◽  
Virtual Management ◽  
And Mathematics ◽  
Student’S Attitude

The pandemic situation with Covid-19 posed more and more the need of virtual management in business. This is even more necessary in education. In the present article we share our almost ten years of experience in virtual management of teams. In addition to the traditional education we applied a dynamic record system along with other digital applications in the development of curricula and national exams. We also analyzed student‘s attitude to work in such a virtual environment. We also share our experience in the management of the national program IT career training a virtual team for the development of programs in the field of computer science and last but not least our management of a team of the national commission for Olympiads and mathematics. This article makes an analysis and conclusions for successful practices as well as conditions for building a successful virtual team.

Guidelines for Working Collaboratively in Virtual Teams

2020 ◽  
pp. 68-81 ◽  
Author(s):  
Shelley Stewart
Keyword(s):  
Virtual Teams ◽  
Online Communities ◽  
Virtual Team ◽  
Team Collaboration ◽  
Educational Administrators ◽  
Technological Tools ◽  
Digital Environments

As virtual teams continue to become more prevalent, educational administrators, faculty, and other members of online communities must discover and employ guidelines for effectively collaborating in online contexts. Applying the same traditional team strategies to those working in dispersed groups of people may hinder communication and prevent optimal results. In today's world, teams need to execute and learn at the same time. It is time to re-define what constitutes a (virtual) team and consider new avenues for cooperating in an increasingly diverse, global, and continuously “plugged-in” society. A set of practical steps for why and how virtual teams can collaborate in digital environments is presented. Tips for implementing the steps are provided. An analysis of technological tools available for facilitating online team collaboration is also shared.

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