scholarly journals Cross-border virtual teams, as seen from applied psychology & applied economy perspective. A Case study of a cross-cultural teaching program

2018 ◽  
Vol 6 (4) ◽  
pp. 305-318 ◽  
Author(s):  
Radosław B. Walczak ◽  
Jaroslava Kubátová ◽  
Klara Seitlová
Keyword(s):  
Virtual Teams ◽  
Applied Psychology ◽  
Internet Communication ◽  
Teaching Program ◽  
Virtual Communication ◽  
Face To Face ◽  
Cross Border ◽  
Cultural Teaching ◽  
Psychological Risks

As communication becomes easier with the proliferation of ICT (Internet Communication Technology), more companies and individuals face the need and challenge of creating and facilitating virtual teams. Those are groups of people that contact each other only by the means of the internet, with no real-world physical face-to-face contact. Despite the numerous benefits, as low-to-non monetary costs and enormous creation flexibility, there are also many (psychological) risks, often not apparent from the outside. In the current paper we discuss the teaching program that was designed to foster virtual communication skills. We describe a project conducted simultaneously between Palacký University (Olomouc, CZ) and University of Opole (Opole, PL) in the summer term of 2015. We argue that such classes have a potential for individual and business development, provided the necessary preparations are made.

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.

scholarly journals Bringing Out the Best in Virtual Teams

2011 ◽  
pp. 205-211
Author(s):  
Janet Schoenfeld ◽  
Zane Berge
Keyword(s):  
Virtual Teams ◽  
Computer Mediated Communication ◽  
Virtual Team ◽  
Mediated Communication ◽  
Virtual Communication ◽  
Face To Face ◽  
Physical Location ◽  
Computer Mediated ◽  
The Right ◽  
Virtual Setting

The use of computer-mediated communication (CMC) is more popular than ever in both educational and corporate settings. Schools and corporations are using virtual communication to replace or supplement in-person classes and meetings. Many educators and managers are taking it a step further, having teams work in a virtual setting with members rarely or never meeting each other in person. Can a virtual team be as successful as a team where everyone works in the same physical location? Does anything different need to be done to compensate for the lack of face-to-face contact? This article identifies unique factors for virtual teams, and then provides recommendations and guidelines that can help virtual teams be successful. With the right planning, virtual teams can equal or exceed the performance of face-to-face teams.

scholarly journals Peran Teknologi Informasi dan Komunikasi

2021 ◽  
Vol 1 (2) ◽  
pp. 32-45
Author(s):  
Luthfi Fauziyyah Nur’aiini ◽  
Bambang Samsul Arifin
Keyword(s):  
Virtual Teams ◽  
Quantitative Research ◽  
Group Performance ◽  
Virtual Communication ◽  
Quantitative Research Methods ◽  
Face To Face ◽  
Information And Communication ◽  
Working Groups ◽  
The Mean ◽  
11Th Grade

In general, performance in a group is carried out by face-to-face meetings, but for now, face-to-face meetings are not only means of communication by workgroups or organizations. In the last 20 years, information and communication technology (ICT) has shown a new communication platform, especially in working groups. So that emerging research that discusses workgroups that focus on new ways to communicate in groups. However, there are no studies to date that express communication via computers in groups over time. The researcher is interested in discussing it with quantitative research methods; data are taken from 44 participants, 22 groups working in face-to-face conditions, and 22 groups working in Zoom Meeting conditions. Participants are 11th-grade students of Madrasah Aliyah Banjaran who are enrolled in extra-curricular entrepreneurship. The mean age was 17 years old, 32 students were male (18%), and 144 were female (82%). The composition of each group has the same proportion. The results showed that virtual communication could improve group performance, and it is necessary to develop group potential in virtual teams.

Evaluation of User Acceptance of Virtual Environments and Interfaces for Communication in Virtual Teams

2014 ◽  
Vol 6 (4) ◽  
pp. 18-40
Author(s):  
Maria Manuela Cruz-Cunha ◽  
Goran D. Putnik ◽  
Patrícia Gonçalves ◽  
Joaquim Gonçalves
Keyword(s):  
Virtual Environments ◽  
Virtual Teams ◽  
Virtual Enterprise ◽  
Computer Mediated Communication ◽  
Mediated Communication ◽  
Virtual Communication ◽  
Communication Architecture ◽  
Face To Face ◽  
Organizational Environments ◽  
Computer Mediated

Several studies have highlighted the relevance of face-to-face communication, suggesting that computer-mediated communication can lead to decreases in group effectiveness and reduce satisfaction levels in terms of trust and comfort of its users. Supported by an experiment where the emotional or affective aspects of communication were tested, this paper validates the thesis that, from the users' perspective, there is no opposition to the acceptance of virtual environments and interfaces for communication, and that these environments are able to cope with the reconfiguration dynamics requirements of virtual teams or client-server relations in a virtual enterprise operation. For the thesis validation, the authors experimented with two architectures, the Direct Communication Architecture (DCA) and the Virtual Communication Architecture (VCA) and found that the VCA could represent a “natural” environment to cope with the new generation of organizational environments and teams, characterised by intense reconfiguration dynamics.

scholarly journals Learning in Virtual Teams: Exploring the Student Experience

10.28945/2947 ◽  
2006 ◽  
Author(s):  
Annegret Goold ◽  
Naomi Augar ◽  
James Farmer
Keyword(s):  
Project Management ◽  
Virtual Teams ◽  
Real Life ◽  
Virtual Team ◽  
Learning Activities ◽  
Online Course ◽  
Learning Resource ◽  
Face To Face ◽  
Online Mode

In 2005 an undergraduate course in project management was converted from face-to-face mode to wholly online mode. The online course was designed with an underlying problem-based learning (PBL) pedagogy and used a simulated, fictitious telecommunications company, United Enterprises (UE), as a case study learning resource. The students worked in virtual teams to complete online learning activities and to solve authentic project management tasks for UE. This paper reports the findings of three surveys that were completed by students during the semester, to gauge their opinions about their experiences of working in virtual teams within the learning environment. Most students indicated that they valued the opportunity to discuss various aspects of the course with peers and faculty online, and to interact with real-life employees of UE. Overall the findings show that students were satisfied with this style of learning and enjoyed the experience of working collaboratively within a virtual team.

scholarly journals Bringing Out the Best in Virtual Teams

2011 ◽  
pp. 180-186 ◽  
Author(s):  
Janet Schoenfeld ◽  
Zane Berge
Keyword(s):  
Virtual Teams ◽  
Computer Mediated Communication ◽  
Virtual Team ◽  
Mediated Communication ◽  
Virtual Communication ◽  
Face To Face ◽  
Physical Location ◽  
Computer Mediated ◽  
The Right ◽  
Virtual Setting

The use of computer-mediated communication (CMC) is more popular than ever in both educational and corporate settings. Schools and corporations are using virtual communication to replace or supplement in-person classes and meetings. Many educators and managers are taking it a step further, having teams work in a virtual setting with members rarely or never meeting each other in person. Can a virtual team be as successful as a team where everyone works in the same physical location? Does anything different need to be done to compensate for the lack of face-to-face contact? This article identifies unique factors for virtual teams, and then provides recommendations and guidelines that can help virtual teams be successful. With the right planning, virtual teams can equal or exceed the performance of face-to-face teams.

scholarly journals Internet Communication and Empathy in Adolescence and Early Adulthood

2016 ◽  
Vol 8 (4) ◽  
pp. 127-141 ◽  
Author(s):  
A.B. Kholmogorova ◽  
E.N. Klimenkova
Keyword(s):  
Early Adulthood ◽  
Reactivity Index ◽  
Research Centre ◽  
Federal State ◽  
Internet Communication ◽  
Russian Science ◽  
Virtual Communication ◽  
Face To Face ◽  
Leading Role ◽  
Study Results

The article investigates the influence of modern means of communication on the development of empathy in adolescents and young adults.The article contains an analytical overview of current research in this area with the fixation of the contradictory findings about the nature of virtual communication influence on empathic ability in adolescents and young adults.We propose that the balance of virtual communication and direct contact plays leading role for the development of social cognition.The article presents study results of indicators of severity of empathy in adolescents and universities students according to channels of communication with other people they prefer – face-to-face contact, social networking, phone, Skype and various sites on the Internet.The study involved 170 people of Moscow's educational institutions (colleges, schools and universities), which offers a questionnaire aimed at identifying the preferred communication channels, as well as the technique of "Interpersonal Reactivity Index" M.Davis tests the empathic abilities.The main conclusions are made on the basis of the data: most of today's adolescents and university students from all channels of communication prefer face-to-face communication; they differ from those who prefer to communicate in social networks, higher rates of empathic abilities. This article was prepared with the financial support of the Russian Science Foundation (project N 14-18-03461) on the base of Federal State Budgetary Institution «V. Serbsky Federal Medical Research Centre for Psychiatry and Narcology» of the Ministry of Health of the Russian Federation.

scholarly journals Bringing Out the Best in Virtual Teams

2008 ◽  
pp. 138-145
Author(s):  
Janet Schoenfeld ◽  
Zane Berge
Keyword(s):  
Virtual Teams ◽  
Computer Mediated Communication ◽  
Virtual Team ◽  
Mediated Communication ◽  
Virtual Communication ◽  
Face To Face ◽  
Physical Location ◽  
Computer Mediated ◽  
The Right ◽  
Virtual Setting

The use of computer-mediated communication (CMC) is more popular than ever in both educational and corporate settings. Schools and corporations are using virtual communication to replace or supplement in-person classes and meetings. Many educators and managers are taking it a step further, having teams work in a virtual setting with members rarely or never meeting each other in person. Can a virtual team be as successful as a team where everyone works in the same physical location? Does anything different need to be done to compensate for the lack of face-to-face contact? This article identifies unique factors for virtual teams, and then provides recommendations and guidelines that can help virtual teams be successful. With the right planning, virtual teams can equal or exceed the performance of face-to-face teams.

Editorial

2018 ◽  
Vol 6 (1) ◽  
pp. 1-2
Author(s):  
Ibrahim Sirkeci
Keyword(s):  
Qualitative Study ◽  
Cultural Dimensions ◽  
Mobile Marketing ◽  
Negative Attitudes ◽  
The Third ◽  
Cross Border ◽  
Local Characteristics ◽  
Critical Account

Transnational Marketing Journal is dedicated to disseminate scholarship on cross-border phenomena in marketing by acknowledging the importance of local and global or in other words, underlining the transnational practices marked by national and local characteristics in a fluid fashion spreading over more than one national territory. The first article by Paulette Schuster looks into “falafel” and “shwarma” in Mexico and discusses the perception of Israeli food in Mexico. The second article is a case study illustrating a critical account of cultural dimensions formulated by Schwarz using the value surveys data. The third article in the issue is a qualitative study of the negative attitudes of millennials torwards mobile marketing. 

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