Understanding Effective E-Collaboration Through Virtual Distance

2008 ◽  
pp. 1426-1433
Author(s):  
Karen Sobel Lojeski ◽  
Richard R. Reilly
Keyword(s):  
Work Groups ◽  
Collaborative Work ◽  
Virtual Team ◽  
Work Environments ◽  
Negative Effects ◽  
Team Members ◽  
Physical Sense ◽  
Emotional Factors

Virtual distance is a multidimensional perceptual construct resulting from key elements that promote a sense of distance in e-collaborative work environments. Why will virtual distance help to uncover some of the potential downside risks of collaboration using virtual and outsourced resources? Research has shown that the perceived distance between two or more individuals has negative effects on communication and persuasion and promotes a tendency to deceive more than those who do not perceive themselves to be as distant (Bradner & Mark, 2002). Virtual team members and work groups are, by definition, distant from one another, not only in the physical sense but in other ways as well. Socio-emotional factors, for example, can play a role in perceived distance and these factors may contribute to decreased success (Barczak & McDonough, 2003).

Understanding Effective E-Collaboration Through Virtual Distance

2010 ◽  
pp. 1601-1608
Author(s):  
Karen Sobel Lojeski ◽  
Richard R. Reilly
Keyword(s):  
Work Groups ◽  
Collaborative Work ◽  
Virtual Team ◽  
Work Environments ◽  
Negative Effects ◽  
Team Members ◽  
Physical Sense ◽  
Emotional Factors

Virtual distance is a multidimensional perceptual construct resulting from key elements that promote a sense of distance in e-collaborative work environments. Why will virtual distance help to uncover some of the potential downside risks of collaboration using virtual and outsourced resources? Research has shown that the perceived distance between two or more individuals has negative effects on communication and persuasion and promotes a tendency to deceive more than those who do not perceive themselves to be as distant (Bradner & Mark, 2002). Virtual team members and work groups are, by definition, distant from one another, not only in the physical sense but in other ways as well. Socio-emotional factors, for example, can play a role in perceived distance and these factors may contribute to decreased success (Barczak & McDonough, 2003).

Understanding Effective E-Collaboration Through Virtual Distance

2009 ◽  
pp. 1493-1500
Author(s):  
Karen Sobel Lojeski ◽  
Richard R. Reilly
Keyword(s):  
Work Groups ◽  
Collaborative Work ◽  
Virtual Team ◽  
Work Environments ◽  
Negative Effects ◽  
Team Members ◽  
Physical Sense ◽  
Emotional Factors

Virtual distance is a multidimensional perceptual construct resulting from key elements that promote a sense of distance in e-collaborative work environments. Why will virtual distance help to uncover some of the potential downside risks of collaboration using virtual and outsourced resources? Research has shown that the perceived distance between two or more individuals has negative effects on communication and persuasion and promotes a tendency to deceive more than those who do not perceive themselves to be as distant (Bradner & Mark, 2002). Virtual team members and work groups are, by definition, distant from one another, not only in the physical sense but in other ways as well. Socio-emotional factors, for example, can play a role in perceived distance and these factors may contribute to decreased success (Barczak & McDonough, 2003).

Understanding Effective E-Collaboration Through Virtual Distance

2011 ◽  
pp. 60-666
Author(s):  
Karen Sobel Lojeski ◽  
Richard R. Reilly
Keyword(s):  
Work Groups ◽  
Collaborative Work ◽  
Virtual Team ◽  
Work Environments ◽  
Negative Effects ◽  
Team Members ◽  
Physical Sense ◽  
Emotional Factors

Virtual distance is a multidimensional perceptual construct resulting from key elements that promote a sense of distance in e-collaborative work environments. Why will virtual distance help to uncover some of the potential downside risks of collaboration using virtual and outsourced resources? Research has shown that the perceived distance between two or more individuals has negative effects on communication and persuasion and promotes a tendency to deceive more than those who do not perceive themselves to be as distant (Bradner & Mark, 2002). Virtual team members and work groups are, by definition, distant from one another, not only in the physical sense but in other ways as well. Socio-emotional factors, for example, can play a role in perceived distance and these factors may contribute to decreased success (Barczak & McDonough, 2003).

The Impact of External Factors on Virtual Teams

Virtual Teams ◽  
2011 ◽  
pp. 70-90 ◽  
Author(s):  
Andrea Hornett
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
External Factors ◽  
Work Environments ◽  
Project Teams ◽  
Team Leaders ◽  
Team Members ◽  
Dynamic Forces ◽  
The Impact

Practitioners and researchers need to pay attention to how corporate organizing structures are impacting and are impacted by virtual work environments. Virtual teams are powerful organizing mechanisms, but they are not without limitations. This chapter reports on two cases in which dynamics outside the virtual project teams powerfully affected the teams. These cases, both based on studies of real project teams operating inside corporations, highlight the desirability of understanding virtual teams in context. While external factors are not unique to teamwork, their role has not been explored in depth in research on virtual teams. Dynamic forces outside teams seem more difficult to anticipate and to identify when team members are working virtually, and these powerful but invisible dynamics can be frustrating to virtual team leaders and members. Concluded in this chapter is that contrary to initial expectations, virtual teams are not replacing traditional forms of organizing. They are coexisting with traditional forms and dynamics, such as business drivers, hierarchies, departments, strategic priorities, and business needs. This coexistence can be fraught with conflict.

Virtual Teams as Sociotechnical Systems

2005 ◽  
pp. 3007-3012
Author(s):  
Haydee M. Cuevas ◽  
Stephen M. Fiore ◽  
Eduardo Salas ◽  
Clint A. Bowers
Keyword(s):  
Information Technology ◽  
Virtual Teams ◽  
Virtual Team ◽  
Sociotechnical Systems ◽  
Theory And Practice ◽  
Negative Effects ◽  
Team Members ◽  
Team Productivity ◽  
National Boundaries ◽  
Systems Framework

A virtual team can be described as an organizational unit unconstrained by geographical, temporal, organizational, and/or national boundaries (Townsend, DeMarie & Hendrickson, 1998). Despite their rising popularity, numerous issues exist surrounding how virtual teams can productively coordinate their resources, activities, and information, often in dynamic and uncertain task environments (Fiore, Salas, Cuevas & Bowers, 2003; Townsend et al., 1998). With organizational structure increasing in complexity to include both co-located and virtual team members, explicit linkages between theory and practice are critically needed to mitigate the negative effects that technology-mediated interaction may have on virtual team productivity. Our goal here is to demonstrate how classic and current theories and principles from organizational psychology can be effectively integrated within a sociotechnical systems framework to address the unique challenges faced by this subset of teams. Specifically, we analyze the effects that collaborative information technology and lack of co-location may have on virtual team members. We conclude with suggested interventions for organizational practice.

Collective Orientation and Team Performance: Development of an Individual Differences Measure

2010 ◽  
Vol 52 (2) ◽  
pp. 316-328 ◽  
Author(s):  
James E. Driskell ◽  
Eduardo Salas ◽  
Sandra Hughes
Keyword(s):  
Individual Differences ◽  
Team Performance ◽  
Collaborative Work ◽  
Work Environments ◽  
Team Members ◽  
Collective Orientation ◽  
Orientation Scale ◽  
Performance Development ◽  
Performance Results

Objective: We examine the construct of collective orientation, develop a measure to assess individual differences in collective orientation, and examine the extent to which the collective orientation of team members predicts performance on a variety of team tasks. Background: Scholars increasingly emphasize the importance of teamwork in collaborative work environments, and evidence indicates that a lack of teamwork is a prominent factor in many real-world accidents. Although it is clear that some persons are more team oriented than others are, there are few instruments available to assess individual differences in collective orientation in a team context. Method: We develop a scale to measure collective orientation in teams, gather evidence on reliability and construct validity, and examine the extent to which collective orientation predicts team performance. Results: Results indicate that the Collective Orientation Scale is reliable, correlates with cognate measures, and predicts performance on a variety of team tasks. Conclusion: We discuss the role of collective orientation in teams and the application of this scale to assess and diagnose teamwork deficiencies in work groups. Application: This research should contribute to a further understanding of factors that influence collaboration and coordination in teams.

scholarly journals A Meta-Analysis of Studies on Groupware for Collaborative Work Environments

Proceedings ◽  
2021 ◽  
Vol 74 (1) ◽  
pp. 9
Author(s):  
Birgul Kutlu ◽  
Yeliz Gunal Aggul ◽  
Idil Atasu ◽  
Zeynep Kaymaz
Keyword(s):  
Research Method ◽  
Design Science ◽  
Meta Analysis ◽  
Collaborative Work ◽  
Descriptive Analysis ◽  
Work Conditions ◽  
Work Environments ◽  
Academic Field ◽  
Time Space ◽  
Space Matrix

This meta-analysis examines the studies on groupware published between the years 2010 and 2020. Descriptive analysis was conducted to determine the distribution of studies in terms of publication year, time–space matrix category, targeted sectors, research methods, and the academic field of the journals that published these studies. Although groupware played a significant role in communication, collaboration, and coordination of users in various collaborative work conditions and sectors, the majority of studies focused on asynchronous and distributed collaborative work environments in the software engineering field, and the research method preferred was design science.

scholarly journals How May Virtual Communication Shape Cooperation in a Work Team?

2004 ◽  
Vol 26 (1) ◽  
Author(s):  
Andreas Flache
Keyword(s):  
Social Relationships ◽  
Work Teams ◽  
Work Team ◽  
Online Interaction ◽  
Negative Effects ◽  
Virtual Communication ◽  
Team Members ◽  
Face To Face ◽  
Interaction Task ◽  
Simulation Results

AbstractThis paper addresses theoretically the question how virtual communication may affect cooperation in work teams. The degree of team virtualization, i.e. the extent to which interaction between team members occurs online, is related to parameters of the exchange. First, it is assumed that in online interaction task uncertainties are higher than in face-to-face contacts. Second, the gratifying value of peer rewards is assumed to be lower in online contacts. Thirdly, it is assumed that teams are different in the extent to which members depend on their peers for positive affections, operationalized by the extent to which team members are interested in social relationships for their own sake, independently from their work interactions. Simulation results suggest both positive and negative effects of team virtualization on work-cooperation.

scholarly journals ‘I’m not being paid for this conversation’: Uncovering the challenges of artist–academic collaborations in the neoliberal institution

2019 ◽  
Vol 23 (3) ◽  
pp. 317-333
Author(s):  
Alena Pfoser ◽  
Sara de Jong
Keyword(s):  
Collaborative Work ◽  
Knowledge Exchange ◽  
Academic Research ◽  
The Political ◽  
Institutional Pressures ◽  
Negative Effects ◽  
Collective Response ◽  
And Shifts ◽  
The Impact

Artist–academic collaborations are fuelled by increasing institutional pressures to show the impact of academic research. This article departs from the celebratory accounts of collaborative work and pragmatic toolkits for successful partnerships, which are dominant in existing scholarship, arguing for the need to critically interrogate the structural conditions under which collaborations take place. Based on a reflexive case study of a project developed in the context of Tate Exchange, one of the UK’s highest-profile platforms for knowledge exchange, we reveal three sets of (unequal) pressures, which mark artist–academic collaborations in the contemporary neoliberal academy: asymmetric funding and remuneration structures; uneven pressures of audit cultures; acceleration and temporal asymmetries. Innovations at the level of individual projects or partners can only mitigate the negative effects to a limited extent. Instead this article offers a systemic critique of the political economy of artist–academic collaborations and shifts the research agenda to developing a collective response.

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.

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