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.

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.

Meta-Analysis Research on Virtual Team Performance

2010 ◽  
pp. 933-943
Author(s):  
Ying-Chieh Liu ◽  
Janice Burn ◽  
Susan Stoney
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Meta Analysis ◽  
Empirical Studies ◽  
Virtual Team ◽  
Future Research ◽  
Research Directions ◽  
Managerial Implications ◽  
Future Research Directions

The results from prior studies on the effectiveness of virtual teams (VTs) are ambiguous and show that few studies have built upon previous findings to build a substantiated body of work. In this article, the authors attempt to remedy this by performing a meta-analysis on VT research. Powell et al.’s (2004) framework of VTs is used as a prototype and twelve variables and their relationships identified as the basis for this study. Twenty empirical studies are identified and used to validate the variables statistically. From this, seven variables are preserved and form the final framework. Future research directions and managerial implications are explained.

Meta-Analysis Research on Virtual Team Performance

2009 ◽  
pp. 1349-1361
Author(s):  
Ying-Chieh Liu ◽  
Janice Burn ◽  
Susan Stoney
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Meta Analysis ◽  
Empirical Studies ◽  
Virtual Team ◽  
Future Research ◽  
Research Directions ◽  
Managerial Implications ◽  
Future Research Directions

The results from prior studies on the effectiveness of virtual teams (VTs) are ambiguous and show that few studies have built upon previous findings to build a substantiated body of work. In this article, the authors attempt to remedy this by performing a meta-analysis on VT research. Powell et al.’s (2004) framework of VTs is used as a prototype and twelve variables and their relationships identified as the basis for this study. Twenty empirical studies are identified and used to validate the variables statistically. From this, seven variables are preserved and form the final framework. Future research directions and managerial implications are explained.

Virtual Leadership

2019 ◽  
pp. 422-435
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.

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.

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.

Virtual Team Effectiveness

2017 ◽  
pp. 687-706 ◽  
Author(s):  
John R. Carlson ◽  
Dawn S. Carlson ◽  
Emily M. Hunter ◽  
Randal L. Vaughn ◽  
Joey F. George
Keyword(s):  
Virtual Teams ◽  
Team Effectiveness ◽  
Survey Methodology ◽  
Instant Messaging ◽  
Virtual Team ◽  
Interpersonal Processes ◽  
Mediated Communication ◽  
Team Members ◽  
Main Effect

The work of virtual teams is increasingly important to today's organizations, work that is accomplished predominantly via computer-mediated communication. The authors investigate the moderating role of experience with instant messaging on the team interpersonal processes (cohesion and openness) to team effectiveness relationship in virtual teams. Data were obtained from 365 virtual team members using survey methodology and analyzed using hierarchical moderated regression and multilevel analyses. They found that team cohesion has a main effect on team effectiveness. Team openness has a main effect and is moderated by experience with instant messaging, i.e., strengthens the relationship. Understanding the role of team interpersonal processes and the role of the communication media will allow managers to more effectively build virtual teams and provide effective training and support. Using the theoretical lens of channel expansion theory the authors expand theoretical, empirical and practical knowledge of this area.

Best Practices for Virtual Team Effectiveness

Virtual Teams ◽  
2011 ◽  
pp. 160-185 ◽  
Author(s):  
D. Sandy Staples ◽  
Ian K. Wong ◽  
Ann Frances Cameron
Keyword(s):  
Best Practices ◽  
Empirical Evidence ◽  
Case Studies ◽  
Virtual Teams ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Research Directions ◽  
Team Members

The purpose of this chapter is to improve the understanding of what makes virtual teams effective. This is done by identifying the best practices for individual team members, the best practices for leaders and sponsors of virtual teams, and the best practices for the organizations that the virtual teams are a part of. Best practices in these categories were identified from: (1) empirical evidence from case studies of six existing virtual teams; (2) the existing literature related to virtual teams; and, (3) traditional team (i.e., collocated) and telework literature. The chapter concludes with implications for organizations and potential research directions.

Team Effectiveness in Virtual Environments

2008 ◽  
pp. 1498-1515
Author(s):  
Pnina Shachaf ◽  
N. Hara
Keyword(s):  
Learning Environments ◽  
Team Effectiveness ◽  
Empirical Studies ◽  
External Environment ◽  
Virtual Team ◽  
Ecological Approach ◽  
Internal Environment ◽  
Normative Model ◽  
Process Output ◽  
Pedagogical Approaches

This chapter attempts to address the need for more research on virtual team effectiveness and outlines an ecological theoretical framework that is applicable to virtual learning environments (VLE).  Prior empirical studies on virtual team effectiveness used frameworks of traditional team effectiveness and mainly followed Hackman’s normative model (input-process-output). We propose an ecological approach for virtual team effectiveness that accounts for team boundaries management, technologyuse, and external environment in VLE, properties which were previously either nonexistent or contextual.   The ecological framework suggests that three components — external environment, internal environment, and boundary management — reciprocally interact with effectiveness.   The significance of the proposed framework is a holistic perspective that takes into account the complexity of the external and internal environment of the team. Furthermore, we address the needs for new pedagogical approaches in VLE.

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.

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