scholarly journals Selected Success Factors of Virtual Teams: Literature Review and Suggestions for Future Research

2014 ◽  
Vol 38 (1) ◽  
pp. 67-83 ◽  
Author(s):  
Justyna Szewc
Keyword(s):  
Literature Review ◽  
Virtual Teams ◽  
Success Factors ◽  
Virtual Team ◽  
Future Research ◽  
Face To Face ◽  
First Finding ◽  
Team Success ◽  
The Future ◽  
Selection Of

Abstract The aim of this paper is to extend the knowledge about virtual teams and above all to stress the differences between face-to-face and virtual teams as well as to define its chosen success factors. This paper is based on an extended literature review of virtual teams. The author describes virtual teams, reasons for their implementation and four factors that are prerequisites for team success. The first finding is that the successful introduction of a virtual team and its management requires knowledge about the special characteristics of this team and the effective handling of challenges. Second, the literature review of virtual teams reveals a lack of research on the differences in motivation between face-to-face and virtual teams. The originality of the article is ensured by selection of the most important factors which, according to the literature review, lead to the success of virtual teams and by a description of areas that need to be explored in the future.

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.

I Know I Can, But Can We?

2007 ◽  
Vol 38 (1) ◽  
pp. 130-155 ◽  
Author(s):  
Andrew M. Hardin ◽  
Mark A. Fuller ◽  
Robert M. Davison
Keyword(s):  
Virtual Teams ◽  
Self Efficacy ◽  
Virtual Team ◽  
The United States ◽  
Efficacy Beliefs ◽  
Future Research ◽  
Cultural Backgrounds ◽  
Team Members ◽  
Face To Face ◽  
The Individual

Given the growing use of global virtual teams, one important factor to consider when examining team performance is the cultural backgrounds of the dispersed team members. Two hundred forty-three team members from universities in the United States and Hong Kong were administered three survey questionnaires during a series of virtual team projects. Results revealed that regardless of cultural background, team members reported less confidence in their ability to work in virtual team environments than traditional face-to-face environments and that team members from individualistic cultures reported higher self-efficacy beliefs (both group self-efficacy and virtual team self-efficacy) than team members from collectivist cultures. Furthermore, when the reference for efficacy beliefs changed from the individual to the group, the magnitude of change was greater for the collectivist versus individualistic team members. Implications and future research are also discussed.

E-Collaboration in Organizations

2011 ◽  
pp. 1227-1231
Author(s):  
Deborah S. Carstens ◽  
Stephanie M. Rockfield
Keyword(s):  
Virtual Teams ◽  
Success Factors ◽  
Virtual Team ◽  
Work Team ◽  
Future Trends ◽  
Team Members ◽  
Team Success ◽  
Work Tasks ◽  
Computer Based ◽  
Team Concept

Organizations are shedding conventional work team structures in favor of virtual team structures that are increasing in popularity (Lee-Kelley, Crossman, & Cannings, 2004). Ecollaboration enables collaboration between individuals not constrained by geographical distance or time. The emergence of the virtual team concept provides organizations with an alternate approach to managing work and individuals that are geographically separated (Gatlin-Watts, Carson, Horton, Maxwell, & Marltby, 2007). An advantage of virtual teams is that organizations can tap into resources rapidly to create a specialized work team that acts like a team, works like a team but doesn’t look like a typical team because team members may not be co-located (Stough, Eom, & Buckenmyer, 2000). E-collaborative technologies such as computer-based conferencing systems are of critical importance to the success of a virtual team (Arnison & Miller, 2002). In the absence of water-cooler philosophizing, virtual teams rely on technology to build trust between team members, resulting in greater synergy and ultimately team success in carrying out work tasks (Arnison & Miller, 2002; Stough et al., 2000). The article focus is on technological and organizational aspects of e-collaboration occurring today and forecasted for tomorrow. The specific topics addressed are e-collaboration in organizations, e-collaboration in organizations of today, specific e-collaboration success factors and future trends of e-collaboration in organizations of tomorrow.

The Social Consequences of Phubbing

2020 ◽  
pp. 157-174 ◽  
Author(s):  
Mariek Vanden Abeele
Keyword(s):  
Literature Review ◽  
Social Relationships ◽  
Empirical Work ◽  
Social Consequences ◽  
Future Research ◽  
Expectancy Violations ◽  
Face To Face ◽  
Comprehensive Literature Review ◽  
The Social

Recent empirical work suggests that phubbing, a term used to describe the practice of snubbing someone with a phone during a face-to-face social interaction, harms the quality of social relationships. Based on a comprehensive literature review, this chapter presents a framework that integrates three concurrent mechanisms that explain the relational impact of phubbing: expectancy violations, ostracism, and attentional conflict. Based on this framework, theoretically grounded propositions are formulated that may serve as guidelines for future research on these mechanisms, the conditions under which they operate, and a number of potential issues that need to be considered to further validate and extend the framework.

scholarly journals A Systematic Literature Review of Multi-Criteria Decision-Making Methods for Sustainable Selection of Insulation Materials in Buildings

2021 ◽  
Vol 13 (2) ◽  
pp. 737
Author(s):  
Indre Siksnelyte-Butkiene ◽  
Dalia Streimikiene ◽  
Tomas Balezentis ◽  
Virgilijus Skulskis
Keyword(s):  
Decision Making ◽  
Literature Review ◽  
Systematic Literature Review ◽  
Energy Demand ◽  
Energy Performance ◽  
Future Research ◽  
Multi Criteria Decision Making ◽  
Insulation Materials ◽  
Advantages And Disadvantages ◽  
Selection Of

The European Commission has recently adopted the Renovation Wave Strategy, aiming at the improvement of the energy performance of buildings. The strategy aims to at least double renovation rates in the next ten years and make sure that renovations lead to higher energy and resource efficiency. The choice of appropriate thermal insulation materials is one of the simplest and, at the same time, the most popular strategies that effectively reduce the energy demand of buildings. Today, the spectrum of insulation materials is quite wide, and each material has its own specific characteristics. It is recognized that the selection of materials is one of the most challenging and difficult steps of a building project. This paper aims to give an in-depth view of existing multi-criteria decision-making (MCDM) applications for the selection of insulation materials and to provide major insights in order to simplify the process of methods and criteria selection for future research. A systematic literature review is performed based on the Search, Appraisal, Synthesis and Analysis (SALSA) framework and the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) statement. In order to determine which MCDM method is the most appropriate for different questions, the main advantages and disadvantages of different methods are provided.

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.

Promoting Critical Thinking in Virtual Teams

2014 ◽  
pp. 303-326
Author(s):  
Francesco Sofo ◽  
Michelle Sofo
Keyword(s):  
Higher Education ◽  
Critical Thinking ◽  
Case Studies ◽  
Virtual Environment ◽  
Virtual Teams ◽  
Success Factors ◽  
Student Characteristics ◽  
Influential Factors ◽  
Future Research ◽  
Virtual Teamwork

This chapter aims to raise awareness in leaders and practitioners on how critical thinking is embedded within the performance of virtual teams. The increasingly important nexus between critical thinking and team performance is demonstrated within the specific context of the virtual environment. The chapter is interspersed with brief case studies that demonstrate some of the experiences of Australian-based higher education staff in their efforts to incorporate both critical thinking and virtual teamwork into their pedagogy. A framework of success factors and challenges inherent to virtual teams and critical thinking is provided, which covers five influential factors: technology, student characteristics, educator characteristics, social aspects, and team dynamics. The chapter concludes with some directions for future research.

Removing Space and Time

2011 ◽  
pp. 14-23
Author(s):  
Christie L. McDaniel
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Communication Barriers ◽  
Team Cohesion ◽  
Team Dynamics ◽  
Team Members ◽  
Face To Face ◽  
Managerial Styles ◽  
Geographic Boundaries ◽  
The World

Virtual teams are become more and more popular as the world becomes more connected; furthermore, research is suggesting that virtual teams are as effective as face-to-face teams (Baker, 2002). This chapter compares and contrasts virtual teams with face-to-face teams in order to determine what differences exist as the workplace become virtual. It investigates how relationships between team members change when geographic boundaries are removed and how managers should adjust managerial styles when leading a virtual team. Also, a discussion of team dynamics—including the development of trust, team cohesion, and communication barriers—is included. Tips and techniques for developing an effective team are provided for virtual team managers.

Leapfrogging an IT Sector

2005 ◽  
pp. 1799-1802
Author(s):  
Eileen M. Trauth
Keyword(s):  
Virtual Teams ◽  
Strategic Alliances ◽  
Virtual Team ◽  
Information And Communications Technology ◽  
Boundary Crossing ◽  
Building Relationships ◽  
Team Members ◽  
Face To Face ◽  
Global Coverage ◽  
Product Launches

How do virtual team leaders assess and respond to boundary crossing issues when building relationships with virtual team members? Virtual teams are a new phenomenon, defined as groups of people working on a common task or project from distributed locations using information and communications technology (ICT). With rapid advances in ICT allowing alternatives to face-to-face communication, virtual teams are playing an increasingly important role in organizations. Due to their global coverage, virtual teams are often assigned critical organizational tasks such as multi-national product launches, negotiating global mergers and acquisitions, and managing strategic alliances (Maznevski & Chudoba, 2000). Their use, however, has outpaced the understanding of their unique dynamics and characteristics (Cramton & Webber, 2000).

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