A Model for the Analysis of Virtual Teams

2011 ◽  
pp. 269-278 ◽  
Author(s):  
J. H. Erik Andriessen ◽  
Robert M. Verburg
Keyword(s):  
Virtual Teams ◽  
High Tech ◽  
Global Virtual Teams ◽  
Helpful Tool ◽  
Organizational Challenges ◽  
Geographic Boundaries ◽  
Collaborative Applications ◽  
And Performance ◽  
Insight Into

Presented in this chapter is a model for the analysis of virtual teams. The model is a helpful tool for mapping the different aspects of effective virtual teams and will be explained through several examples from practice. Before the model is introduced, an overview of the main challenges of virtual teams in performing their tasks is presented. There are hardly any technical obstacles for communication and collaboration across geographic boundaries, as these processes are being supported by high-tech collaboration solutions, such as groupware and other collaborative applications. However, these new types of groups create major organizational challenges for both managers and employees. It is the aim of this chapter to give insight into the design and performance of effective (global) virtual teams.

Analyzing the Quality of Virtual Teams

2005 ◽  
pp. 117-122 ◽  
Author(s):  
Robert M. Verburg ◽  
J. H. Erik Andriessen ◽  
Joris P.G. de Rooij
Keyword(s):  
Virtual Teams ◽  
Large Scale ◽  
Global Market ◽  
Distributed Teams ◽  
High Tech ◽  
Key Factors ◽  
Time Zone ◽  
Geographic Boundaries ◽  
Develop Software ◽  
Information And Communication

Global market developments and the large-scale use of diverse applications in the area of information and communication technology (ICT) have been key factors in the emergence of distributed teams. Such teams are often referred to as virtual teams. Virtual teams enable collaboration between people across traditional boundaries and offer tremendous opportunities for various achievements. Businesses are no longer tied to a single time zone and are, for example, able to develop software around the 24-hour clock. The Internet—as the almost universal medium for interaction across boundaries—has created an infrastructure that enables many organizations to launch virtual teams. Hardly any technical obstacle for communication and collaboration across geographic boundaries remains, as these processes are supported by high-tech collaboration solutions such as groupware and other collaborative applications (e.g., videoconferencing, electronic blackboards). Virtual teams have a number of opportunities that are not found with co-located teams, such as involving rare expertise.

Global virtual teams: what impacts their design and performance?

2002 ◽  
Vol 8 (5/6) ◽  
pp. 102-112 ◽  
Author(s):  
Krishna Prasad ◽  
K.B. Akhilesh
Keyword(s):  
Virtual Teams ◽  
Global Virtual Teams ◽  
And Performance

Conflict and Performance in Global Virtual Teams

2006 ◽  
Vol 23 (3) ◽  
pp. 237-274 ◽  
Author(s):  
Atreyi Kankanhalli ◽  
Bernard C.Y. Tan ◽  
Kwok-Kee Wei
Keyword(s):  
Virtual Teams ◽  
Global Virtual Teams ◽  
And Performance

scholarly journals Do it for the group: Developing digital competencies with Global Virtual Teams

2020 ◽  
Author(s):  
Enrique Planells-Artigot ◽  
Arturo Ortigosa-Blanch
Keyword(s):  
Virtual Teams ◽  
Global Virtual Teams ◽  
Clear Cut ◽  
Team Activity ◽  
International Projects ◽  
Digital Competencies ◽  
And Performance ◽  
The Many ◽  
Study Plan ◽  
The Eu

The EU established a framework of digital competencies for citizens aimed at improving their skills in a professional environment. Bearing that in mind, this study observes the implementation of some of the competencies within an academic cross-cultural project. Through the organisation of a Global Virtual Team activity, two Higher Education Institutions, one in Spain and the other one in Belgium, carried out a monitored activity with identical learning objectives in which students had to organise a trip to the partner city. Teachers divided the students (n=127; 72 in Spain and 55 in Belgium) in groups and each group was paired with another one in the partner institutions. The purpose was to support each other in the best manner to reach the goal of preparing the trip for their own peers following some clear-cut requirements. The activity proved to be satisfactory in several areas, demonstrating the convenience of organising Global Virtual Teams as part of the study plan of a course. Previous literature has shown the advantages of putting these activities into practice, as they also facilitate learning required skills within a professional context and allow the creation of international projects without leaving their own institution. Likewise, students in both institutions expressed their satisfaction with the results and performance through the many obstacles encountered. At the same time, this study sheds new light on the importance of monitoring carefully the progress of students and strengthening academic and personal links.

Virtual Teams

2011 ◽  
pp. 4012-4017
Author(s):  
Robert M. Verburg
Keyword(s):  
Virtual Teams ◽  
Large Scale ◽  
Global Market ◽  
Distributed Teams ◽  
High Tech ◽  
Key Factors ◽  
Time Zone ◽  
Geographic Boundaries ◽  
Develop Software ◽  
Information And Communication

Global market developments and the large-scale use of diverse applications in the area of information and communication technology have been key factors in the emergence of distributed teams. Such teams are often referred to as virtual teams. Virtual teams enable collaboration between people across traditional boundaries and offer tremendous opportunities for various achievements. Businesses are no longer tied to a single time zone and are, for example, able to develop software around the 24-hour clock. The Internet as the almost universal medium for interaction across boundaries has created an infrastructure that enables many organizations to launch virtual teams. Hardly any technical obstacle for communication and collaboration across geographic boundaries remain as these processes are supported by high tech collaboration solutions, such as groupware and other collaborative applications (e.g., videoconferencing, electronic blackboards). Virtual teams have a number of opportunities that are not found with colocated teams, such as involving rare expertise.

The impact of peer evaluation on team effort, productivity, motivation and performance in global virtual teams

2019 ◽  
Vol 25 (5/6) ◽  
pp. 334-347
Author(s):  
Ernesto Tavoletti ◽  
Robert D. Stephens ◽  
Longzhu Dong
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Performance Outcomes ◽  
Peer Evaluation ◽  
Global Virtual Teams ◽  
Content Type ◽  
Team Members ◽  
Peer Evaluations ◽  
And Performance ◽  
The Impact

Purpose This study aims to assess the effect of peer evaluations on team-level effort, productivity, motivation and overall team performance. Design/methodology/approach This study explores the impact of a peer evaluation system on 895 multicultural and transnational global virtual teams (GVTs) composed of 5,852 university students from 130 different countries. The study uses a quasi-experiment in which the group project is implemented under two conditions over two sequential iterations. In the first condition, team members do not receive peer evaluation feedback during the project. In the second condition, participants completed detailed peer evaluations of their team members and received feedback weekly for eight consecutive weeks. Findings Results suggest that when peer evaluations are used in GVTs during the project, teams show: higher levels of group effort; lower levels of average productivity and motivation; and no clear evidence of improved team performance. Results cast doubts on the benefits of peer evaluation within GVTs as the practice fails to reach its main objective of improving team performance and generates some negative internal dynamics. Practical implications The major implication of the study for managers and educators using GVTs is that the use of peer evaluations during the course of a project does not appear to improve objective team performance and reduces team motivation and perception of productivity despite increases in teams’ perceptions of effort and performance. Originality/value This study contributes to the scanty literature regarding the impact of peer evaluation systems on group-level dynamics and performance outcomes.

Motivational configurations of cultural intelligence, social integration, and performance in global virtual teams

2021 ◽  
Vol 129 ◽  
pp. 351-367
Author(s):  
Nicole Franziska Richter ◽  
Jonathan Martin ◽  
Sofie V. Hansen ◽  
Vasyl Taras ◽  
Ilan Alon
Keyword(s):  
Social Integration ◽  
Virtual Teams ◽  
Cultural Intelligence ◽  
Global Virtual Teams ◽  
And Performance
Sign in / Sign up

Export Citation Format

Share Document