Organizational Justice in Virtual Team Settings

2009 ◽  
pp. 693-698 ◽  
Author(s):  
María del Carmen Triana
Keyword(s):  
Organizational Justice ◽  
Virtual Teams ◽  
Virtual Team ◽  
Future Trends ◽  
Team Outcomes ◽  
Team Environment

Research has demonstrated that organizational justice, the study of fairness in organizations, has an impact on both individual and team outcomes. However, until now, no studies have investigated how justice might unfold within the virtual team environment. The purpose of this article is to analyze organizational justice in virtual team settings and to discuss future implications based on this analysis. In order to meet this goal, this article is organized into three main sections. First, existing research on organizational justice will be reviewed. Next, organizational justice will be combined with the virtual team literature in order to assess how justice processes may be likely to unfold in virtual team settings. Finally, based on this analysis, implications and future trends for managers and researchers working with virtual teams will be presented.

Aided System of Competence Management for Virtual Team Building Adapted to Specific Needs of Design Projects

2010 ◽  
pp. 293-312
Author(s):  
Marinita Schumacher ◽  
Julie Stal Le Cardinal ◽  
Jean-Claude Bocquet
Keyword(s):  
Functional Analysis ◽  
Product Development ◽  
Virtual Teams ◽  
New Product Development ◽  
Team Building ◽  
Virtual Team ◽  
Future Trends ◽  
Virtual Design ◽  
Competence Management ◽  
Design Projects

Virtual instruments and tools are future trends in Engineering which are due to the growing complexity of engineering tasks. Individuals who are working in Virtual Teams must be equipped with spanning competencies that provide a basis for Virtual Team building. In the first step this chapter gives a broad insight to the field of Competence Management and Virtual Teams. The second step responds to the need of a method of Competence Management to build Virtual Teams that are active in virtual design projects in the area of New Product Development (NPD). Due to the systemic approach of the functional analysis, we present an Aided Competence Management for Virtual Team Building System (Aided CMVTB System) that permits to be adapted not only to organizations but also to design projects without a real organizational structure. The focus of this work is set on the generic aspect to highlight the adaptability and flexibility of the system.

Scaffolding Solutions to Business Problems

2011 ◽  
pp. 191-210
Author(s):  
Herbert Remidez ◽  
Antonie Stam ◽  
James M. Laffey
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Regular System ◽  
Team Members ◽  
Trust Development ◽  
Team Environment ◽  
Communication Activity ◽  
Scalable Methods ◽  
The Impact ◽  
Flow Of Information

Teams whose interactions are mediated entirely via internet-based communication, virtual teams, are becoming commonplace in businesses. Although trust has been identified as key for virtual teams to work effectively, researchers have not developed scalable methods that consistently promote trust. This study examines the formation of trust perceptions, which is inherently a learning process. Strategies employed to promote more traditional definitions of learning can be used to promote trust development. In this paper, the authors investigate how a strategy of modifying the design of the communication system for virtual teams can be use to promote perceptions related to trust. The authors conduct an experiment to examine the impact of a template-driven messaging system to scaffold the development of the three antecedents of trust—integrity, benevolence, and ability—within a virtual team environment and communication activity. The study shows that participants who used the template-driven messaging system perceived their team members as having a higher level of ability than those who used the regular system. Moreover, users of the template-driven environment authored more messages and read a greater percentage of the messages, suggesting that messaging scaffolds were successful in improving the flow of information and fostering an environment favorable to trust development.

scholarly journals Subgroup Formation in Diverse Virtual Teams: The Moderating Role of Identity Leadership

2021 ◽  
Vol 12 ◽  
Author(s):  
Helen op ‘t Roodt ◽  
Henning Krug ◽  
Kathleen Otto
Keyword(s):  
Social Identity ◽  
Virtual Teams ◽  
Online Survey ◽  
Virtual Team ◽  
Cross Sectional ◽  
Team Outcomes ◽  
Perceived Performance ◽  
Team Satisfaction ◽  
The Relationship

Background: As today’s organizations are becoming increasingly globalized and adding the impetus to a more remote form of working due to the present COVID-19 pandemic, new ways of collaboration—like virtual teams—have gained importance. In the present study, we aim to investigate how virtual team outcomes are linked to perceived diversity and subgroup formation and attempt to gain some initial insight into the role of the social identity approach to leadership in virtual teams.Method: In the present cross-sectional study, a total of 102 virtual team members participated in an online survey measuring perceived diversity, identity leadership, subgroup formation, perceived performance, and team satisfaction, to examine the factors moderating the relationship between perceived diversity and subgroup formation as well as between perceived diversity and team performance and satisfaction.Results: Moderation analysis revealed that perceived diversity had a negative influence on performance ratings when subgroups were highly perceived to be present, but not if subgroup formation was rated as low. The relationship between perceived diversity and team satisfaction was not moderated by perceived subgroup formation. Furthermore, identity leadership was found to be positively related to team satisfaction and perceived performance, while subjective diversity was negatively associated with both team outcomes. Identity leadership moderated the relationship between perceived diversity and subgroup formation, in that high levels of identity leadership weakened the positive relationship.Conclusion: This study provides first evidence to the importance of the team leader’s role as a manager of a shared social identity in virtual teams where perceived differences can lead to subgroup splits, as identity leaders may hinder the emergence of subgroups in virtual teams.

Future Trends

2011 ◽  
pp. 480-493
Author(s):  
Debra D. Orosbullard
Keyword(s):  
Virtual Teams ◽  
Virtual World ◽  
Virtual Team ◽  
Future Trends ◽  
Business World ◽  
Geographically Dispersed ◽  
Doing Business ◽  
The World ◽  
Dispersed Teams

The business world is running at a faster pace than ever before. Globalization has partnered the world and new ways of doing business to meet increasing demands are inevitable. Teams now have members dispersed around the globe, distanced by location and brought together by technology. Where these geographically dispersed teams work is known as a “virtual” world. The “virtual” team is different from the traditional team many are familiar with requiring that new skills be learned to be a successful member. This chapter will introduce the virtual team and discuss how it is different from traditional teams. The skills required of the leadership and members of a virtual team will be identified and detailed. The various types of virtual teams will be examined to determine how they are utilized in today’s business world.

The Role of Vertical and Shared Leadership in Virtual Team Collaboration

2016 ◽  
pp. 22-42 ◽  
Author(s):  
Julia Eisenberg ◽  
Jennifer L. Gibbs ◽  
Niclas Erhardt
Keyword(s):  
Virtual Teams ◽  
Shared Leadership ◽  
Virtual Team ◽  
Future Research ◽  
Task Structure ◽  
Team Collaboration ◽  
Current Trends ◽  
Team Environment ◽  
And Task

This chapter reviews current trends in the literature related to the influence of vertical and shared leadership styles in the context of virtual teams, unpacking the influence of team structure and task structure to better understand the mechanisms influencing team effectiveness. The authors start by reviewing key features of virtual teams and different aspects of leadership and its influence in the virtual team environment. They argue that both vertical and shared leadership have strengths and limitations, and both styles may complement one another. The authors discuss the influence of leadership on virtual team processes and outcomes and examine contingency factors related to team and task structure in order to identify the boundary conditions for the effectiveness of vertical and shared leadership. The chapter offers a conceptual framework to guide future research in this domain.

Eight Myths of Virtual Teams

2005 ◽  
pp. 1-5
Author(s):  
Robert Jones ◽  
Rob Oyung ◽  
Lisa Shade Pace
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Geographically Dispersed ◽  
Team Environment

Geographically dispersed virtual teams more and more are becoming the norm in many companies. However, not all companies have embraced the idea willingly or gracefully. In Section I of this book, we examine what we call the “eight myths of virtual teams.” Note that we don’t promise that these issues don’t exist, rather that in a well run virtual team environment, they shouldn’t exist.

Recommendations for Virtual Teamwork Based on Human Factors Research

2016 ◽  
Vol 60 (1) ◽  
pp. 1193-1197
Author(s):  
Janet Wu Chastain ◽  
Dan Nathan-Roberts
Keyword(s):  
Human Factors ◽  
Virtual Teams ◽  
Knowledge Workers ◽  
Virtual Team ◽  
Group Norms ◽  
Virtual Teamwork ◽  
Team Environment ◽  
Human Factors Research

This proceeding attempts to review human factors research on virtual teams. The focus is on project-based teams of knowledge workers, the scope is to identify challenges specific to such teams, and the goal is to offer practical solutions. The criteria for working well together are teams that can define, execute, and deliver on work successfully, without excessive intervention from management and outside parties. Current research reminds us that humans are relational and social, which need to be fostered carefully in a virtual team environment. Current research also recommends that teams establish group norms and routines, use technology as an enabler, and be mindful of the constant need to reduce ambiguity.

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.

Collaborative Software Requirements Engineering Exercises in a Distributed Virtual Team Environment

2006 ◽  
pp. 178-198 ◽  
Author(s):  
H. Keith Edwards ◽  
Varadharajan Sridhar
Keyword(s):  
Software Development ◽  
Requirements Engineering ◽  
Virtual Teams ◽  
Virtual Team ◽  
Task Structure ◽  
Exploratory Research ◽  
Design Development ◽  
Software Projects ◽  
Team Environment ◽  
The Usa

Round-the-clock work cycle, low cost of software development, and access to specialized skills have prompted many companies in the USA, Canada, and Europe to outsource some or part of their software development work to off-shore centers in countries such as India. While design, development, and testing phases that are traditionally off-shored require less interaction between clients and the off-shore consultants, phases such as requirements engineering require close co-ordination and interaction. The clients and consultants in such off-shored projects often work in a virtual team environment. In this research, our endeavor is to understand the complex issues in such a virtual project environment during the requirements definition phase of the software development cycle. In particular, we conducted an exploratory research study, involving 24 virtual teams based in Canada and India, working collaboratively on defining business requirements for software projects, over a period of 5 weeks. The study indicates that trust between the teams and well-defined task structure positively influence the performance, satisfaction, and learning level of such distributed virtual teams.

Scaffolding Solutions to Business Problems

2010 ◽  
Vol 6 (4) ◽  
pp. 12-31 ◽  
Author(s):  
Herbert Remidez ◽  
Antonie Stam ◽  
James M. Laffey
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Regular System ◽  
Team Members ◽  
Trust Development ◽  
Team Environment ◽  
Communication Activity ◽  
Scalable Methods ◽  
The Impact ◽  
Flow Of Information

Teams whose interactions are mediated entirely via internet-based communication, virtual teams, are becoming commonplace in businesses. Although trust has been identified as key for virtual teams to work effectively, researchers have not developed scalable methods that consistently promote trust. This study examines the formation of trust perceptions, which is inherently a learning process. Strategies employed to promote more traditional definitions of learning can be used to promote trust development. In this paper, the authors investigate how a strategy of modifying the design of the communication system for virtual teams can be use to promote perceptions related to trust. The authors conduct an experiment to examine the impact of a template-driven messaging system to scaffold the development of the three antecedents of trust—integrity, benevolence, and ability—within a virtual team environment and communication activity. The study shows that participants who used the template-driven messaging system perceived their team members as having a higher level of ability than those who used the regular system. Moreover, users of the template-driven environment authored more messages and read a greater percentage of the messages, suggesting that messaging scaffolds were successful in improving the flow of information and fostering an environment favorable to trust development.

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