Improving the Performance of Virtual Teams through Team Dynamics

2010 ◽  
pp. 97-110
Author(s):  
Daphna Shwarts-Asher
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Structured Interview ◽  
Future Research ◽  
Team Dynamics ◽  
Internet Applications ◽  
New Directions ◽  
Interview Format ◽  
Extensive Information ◽  
Use Of Internet

The aim of this chapter is to understanding how virtual teams operate in organizations. Qualitative data was collected by interviewing 20 virtual team managers and members of 20 different organizations. A semi-structured interview format was used to collect extensive information of the characteristics of the organizations, what projects virtual team participated in, how virtual teams operate and the difficulties virtual teams face. Using a comprehensive literature review and interviews summaries, a model, suggesting that team dynamics can increase the teams’ output, was developed, and propositions that are raised by the model are discussed. The virtual team is a common way of working nowadays, and with the growing use of Internet applications and firms’ globalization the use of virtual teams will expand in the future. Thus, this chapter provides new directions for future research in the field of virtual teams.

Virtual Team Leadership

2009 ◽  
pp. 84-104
Author(s):  
Laura A. Hambley ◽  
Thomas A. O’Neill ◽  
Theresa J.B. Kline
Keyword(s):  
Virtual Teams ◽  
Qualitative Data ◽  
Team Leadership ◽  
Virtual Team ◽  
Structured Interview ◽  
Future Research ◽  
Virtual Team Leadership ◽  
Interview Format ◽  
Meeting Effectiveness ◽  
Extensive Information

The purpose of this study was to improve the understanding of virtual team leadership occurring within existing virtual teams in a range of organizations. Qualitative data were collected through comprehensive interviews with nine virtual team leaders and members from six different organizations. A semi-structured interview format was used to elicit extensive information about effective and ineffective virtual team leadership behaviours. Content analysis was used to code the interview transcripts and detailed notes obtained from these interviews. Two independent raters categorized results into themes and sub-themes. These results provide real-world examples and recommendations above and beyond what can be learned from simulated laboratory experiments. The four most important overarching findings are described using the following headings: 1) Leadership critical in virtual teams, 2) Virtual team meeting effectiveness, 3) Personalizing virtual teamwork, and 4) Learning to effectively use different media. These findings represent the most significant and pertinent results from this qualitative data and provide direction for future research, as well as practical recommendations for leaders and members of virtual teams.

Virtual Team Leadership

2008 ◽  
pp. 1231-1253
Author(s):  
Laura A. Hambley ◽  
Thomas A. O’Neill ◽  
Theresa J.B. Kline
Keyword(s):  
Virtual Teams ◽  
Qualitative Data ◽  
Team Leadership ◽  
Virtual Team ◽  
Structured Interview ◽  
Future Research ◽  
Virtual Team Leadership ◽  
Interview Format ◽  
Meeting Effectiveness ◽  
Extensive Information

The purpose of this study was to improve the understanding of virtual team leadership occurring within existing virtual teams in a range of organizations. Qualitative data were collected through comprehensive interviews with nine virtual team leaders and members from six different organizations. A semi-structured interview format was used to elicit extensive information about effective and ineffective virtual team leadership behaviours. Content analysis was used to code the interview transcripts and detailed notes obtained from these interviews. Two independent raters categorized results into themes and sub-themes. These results provide real-world examples and recommendations above and beyond what can be learned from simulated laboratory experiments. The four most important overarching findings are described using the following headings: 1) Leadership critical in virtual teams, 2) Virtual team meeting effectiveness, 3) Personalizing virtual teamwork, and 4) Learning to effectively use different media. These findings represent the most significant and pertinent results from this qualitative data and provide direction for future research, as well as practical recommendations for leaders and members of virtual teams.

Virtual Teams Demystified

2013 ◽  
Vol 9 (2) ◽  
pp. 1-33 ◽  
Author(s):  
Olivier Caya ◽  
Mark Mortensen ◽  
Alain Pinsonneault
Keyword(s):  
Virtual Teams ◽  
Team Effectiveness ◽  
Empirical Studies ◽  
Virtual Team ◽  
Future Research ◽  
Team Dynamics ◽  
Integrative Theory ◽  
Growing Body

Virtual teams have been researched intensely in the last ten years and there is a growing body of literature on the topic. At this point, the authors need an integrative theory-driven framework through which they can conceptualize the notion of virtual teams and organize and make sense of prior research. This can help them better understand what drives virtual team dynamics and ultimately effectiveness and can guide future research on the topic. Drawing on models of team effectiveness and emergent processes and states, the authors developed a framework for understanding virtual team dynamics. They then use this framework to review and synthesize one hundred and twenty-one empirical studies of virtual teams published since 1990. The authors analyzed the direct and indirect antecedents of virtual team effectiveness and identify key gaps in both their knowledge of, and approach to studying, virtual teams. They outlined areas for future research and discuss, the implications for the authors’ paper for practice and for the study of virtual and traditional teams.

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.

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.

Removing Space and Time

2011 ◽  
pp. 2275-2285
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.

Exploring the Virtual Team Leaders' Perspective

2009 ◽  
pp. 121-136
Author(s):  
Udo Konradt ◽  
Julia E. Hoch
Keyword(s):  
Virtual Teams ◽  
Middle Managers ◽  
Team Leadership ◽  
Virtual Team ◽  
Future Research ◽  
Leadership Roles ◽  
Competing Values ◽  
Work Roles ◽  
Line Managers ◽  
And Performance

In this study we examined the perceived importance of line managers and middle managers in virtual teams, and what work roles and leadership functions are necessary to promote virtual team success and performance. Using Quinn’s (1988) competing values framework it was found that control-related roles of directors and producers were perceived to be most important. With years in a leading position, the repertoire of leadership roles needed to successfully lead virtual teams declined. Additionally, middle managers compared to line managers perceived people oriented leadership functions (i.e., mentor and facilitator roles) and flexibility-related work roles (i.e., innovator and mentor roles) as more important whereas line managers compared to middle managers perceived stability leadership functions (i.e., monitor and coordinator roles) as more important. Limitations, implications for virtual team leadership, and suggestions for future research are discussed.

Newcomer Assimilation in Virtual Team Socialization

2011 ◽  
pp. 115-132 ◽  
Author(s):  
Gaelle Picherit-Duthler ◽  
Shawn D. Long ◽  
Gary F. Kohut
Keyword(s):  
Virtual Teams ◽  
Organizational Socialization ◽  
Virtual Team ◽  
Relationship Development ◽  
Future Research ◽  
Critical Stage ◽  
Organizational Assimilation

Socialization of newcomers in traditional organizations has been given considerable attention in the literature. However, little attention has been paid to how individuals are socialized in virtual teams. Examined in this chapter is the critical stage of organizational assimilation for newcomers in virtual teams and how this stage differs for traditional organizational socialization. Specifically, we address newcomer relationship development and virtual team metamorphosis. Recommendations for effective virtual team socialization are offered as well as areas for future research.

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.

Virtual Leadership

2021 ◽  
pp. 1678-1691
Author(s):  
Christian Graham ◽  
Harold Daniel ◽  
Brian Doore
Keyword(s):  
Virtual Teams ◽  
Leadership Style ◽  
Team Effectiveness ◽  
Negative Relationship ◽  
Virtual Team ◽  
Relationship Building ◽  
Future Research ◽  
Team Project ◽  
Leadership Research

This chapter is an updated review of the results of a study completed in 2015 on leadership's impact on virtual team effectiveness and the quality of the completed virtual team project. Findings in 2015 suggested that leadership style and virtual team effectiveness did predict project quality, and specific leadership styles had a negative relationship with virtual team effectiveness. After summarizing the results of the studies purpose, methodology, and findings, the chapter concludes with a literature review of virtual team's leadership research between 2015 and present. It provides a discussion on the relationship between the previous studies' findings and what has been found since with recommendations on future research on shared leadership and relationship building in virtual teams.

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