scholarly journals A conceptual model to improve performance in virtual teams

2016 ◽  
Vol 18 (1) ◽  
Author(s):  
Shopee Dube ◽  
Carl Marnewick
Keyword(s):  
Conceptual Model ◽  
Virtual Environment ◽  
Virtual Teams ◽  
Project Teams ◽  
Performance Criteria ◽  
Management Tools ◽  
Overall Performance ◽  
Virtual Project ◽  
The Impact ◽  
Virtual Project Teams

Background: The vast improvement in communication technologies and sophisticated project management tools, methods and techniques has allowed geographically and culturally diverse groups to operate and function in a virtual environment. To succeed in this virtual environment where time and space are becoming increasingly irrelevant, organisations must define new ways of implementing initiatives. This virtual environment phenomenon has brought about the formation of virtual project teams that allow organisations to harness the skills and knowhow of the best resources, irrespective of their location.Objectives: The aim of this article was to investigate performance criteria and develop a conceptual model which can be applied to enhance the success of virtual project teams. There are no clear guidelines of the performance criteria in managing virtual project teams.Method: A qualitative research methodology was used in this article. The purpose of content analysis was to explore the literature to understand the concept of performance in virtual project teams and to summarise the findings of the literature reviewed.Results: The research identified a set of performance criteria for the virtual project teams as follows: leadership, trust, communication, team cooperation, reliability, motivation, comfort and social interaction. These were used to conceptualise the model.Conclusion: The conceptual model can be used in a holistic way to determine the overall performance of the virtual project team, but each factor can be analysed individually to determine the impact on the overall performance. The knowledge of performance criteria for virtual project teams could aid project managers in enhancing the success of these teams and taking a different approach to better manage and coordinate them.

Systems Development by Virtual Project Teams

2011 ◽  
pp. 447-463 ◽  
Author(s):  
David Croasdell ◽  
Andrea Fox ◽  
Suprateek Sarker
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Communication Technologies ◽  
Global Market ◽  
Project Teams ◽  
Comparative Case Study ◽  
Business Organizations ◽  
Team Members ◽  
Virtual Project ◽  
Virtual Project Teams

Business organizations and global partners are increasing their utilization of virtual project teams to enhance competitive advantages in the global market. More than ever, organizations are using virtual teamwork to bridge time zones and geographic distances. The use of virtual work environments has spurred interest in understanding how team members interact and collaborate over the life of a project. Not surprisingly, organizations are trying to understand what factors are determinants of success with respect to virtual teams. Increasing network bandwidth, continuously improving communication technologies, shifting global economies, and changes in social practices have caused business managers to reconsider traditional practices. This paper provides a comparative case study of four cross-cultural virtual project teams as they analyze, design, and develop information systems.

Working separately but together: appraising virtual project team challenges

2017 ◽  
Vol 23 (5/6) ◽  
pp. 227-242 ◽  
Author(s):  
Tarila Zuofa ◽  
Edward G. Ochieng
Keyword(s):  
Virtual Teams ◽  
Project Team ◽  
Appropriate Technology ◽  
Project Teams ◽  
Sub Saharan Africa ◽  
Validity And Reliability ◽  
Global Business ◽  
Content Type ◽  
Virtual Project ◽  
Virtual Project Teams

Purpose This paper aims to extend the extant knowledge on virtual teams by examining the challenges of virtual project teams in organisations in Nigeria. Design/methodology/approach Data were collected through semi-structured interviews. Totally, 20 interviews were recorded, transcribed and analysed. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the virtual project team issues identified by participants. Findings The findings from this study confirmed the growing relevance of virtual project teams in highly competitive global business environments. It emerged that some of the challenges identified in the study had some level of congruence with those previously identified from similar studies from other geographical locations. The findings also suggested that challenges in virtual project teams can be linked to the organisation, the project team and the virtual environment or even a combination of all. Practical implications The present study corroborates the position that managing virtual project teams requires additional efforts to attain their objectives through effective communications and the adoption of appropriate technology. Originality/value The originality of this study lies in its exploration of virtual project team challenges in a sub-Saharan Africa country (Nigeria). By identifying the challenges associated with virtual project teams, stakeholders will be better able to successfully establish and manage virtual project teams better.

Importance of Goal Setting in Virtual Project Teams

2007 ◽  
Vol 100 (1) ◽  
pp. 270-274 ◽  
Author(s):  
Gerald L. Forester ◽  
Peg Thorns ◽  
Jeffrey K. Pinto
Keyword(s):  
Virtual Teams ◽  
Goal Setting ◽  
Psychosocial Outcomes ◽  
Goal Commitment ◽  
Project Teams ◽  
Engineering Teams ◽  
Geographically Dispersed ◽  
Virtual Project ◽  
Virtual Project Teams

This research investigated goal setting on engineering teams with geographically dispersed members. A survey was designed to measure the Quality of Goal Setting, Goal Commitment, Perceived Task Outcomes, and Perceived Psychosocial Outcomes, all constructs and scales used in previous research on project teams. 82 respondents from 12 virtual teams participated. Analysis suggested the quality of goal setting affected Perceived Task Outcome ( t = 2.40, p<.05) but not Perceived Psychosocial Outcomes. Further regression analysis indicated goal commitment predicted significant variance in both Perceived Task Outcomes ( t = 2.35, p<.05) and Perceived Psychosocial Outcomes ( t = 4.3, p<.01). These results suggest that setting high quality goals and building commitment to goals significantly affect perceptions of outcomes on virtual project teams.

Open plan offices – the response to leadership challenges of virtual project work?

2015 ◽  
Vol 17 (1) ◽  
pp. 63-74 ◽  
Author(s):  
Donatella De Paoli ◽  
Arja Ropo
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
Project Team ◽  
Project Teams ◽  
Project Work ◽  
Content Type ◽  
Open Plan ◽  
Virtual Project ◽  
Virtual Project Teams

Purpose – The purpose of this paper is to explore hybrid work spaces, combining open-plan, team-based offices with virtual work and leadership, in relation to the main leadership and team challenges virtual project environments encounter. Design/methodology/approach – In a review of virtual team literature, virtuality is defined and its main challenges to project leadership are identified. Based on the literature, several semi-structured interviews with project team managers within telecom and IT-consultancy were conducted. Using an exploratory approach, the authors introduce some new leadership concepts and functional benefits of open-plan offices important for virtual project environments. Findings – The findings suggest that project managers encounter several new kinds of challenges while leading virtual projects. Co-location of the project team during certain stages in open-plan, team-based offices may meet some of these challenges. The authors claim that spatial arrangements and their embodied subjective experiences make an impact on the effectiveness of virtual project teams. Research limitations/implications – This paper develops new conceptual thinking of how office facilities may contribute to productive virtual project teams. Further empirical studies in other settings are needed to generate generalizable findings. Practical implications – The paper discusses and provides arguments for real estate and facility managers, as well as project and team leaders, for the importance of open-plan offices for virtual project teams. Originality/value – The paper combines and benefits from different discussions on workspaces, virtual team and leadership. Furthermore, the paper introduces the notion of spatial leadership beyond the mainstream leader-centric approach to point out the importance of physical workspace of virtual teams and how the workspaces can perform leadership functions.

The Impact of Training on Virtual Project Teams

2012 ◽  
Vol 3 (1) ◽  
pp. 36-48 ◽  
Author(s):  
Peggy M. Beranek ◽  
M. Cathy Clairborne
Keyword(s):  
Project Teams ◽  
Electronic Communications ◽  
Team Members ◽  
Face To Face ◽  
Scarce Resources ◽  
Time Interaction ◽  
Virtual Project ◽  
And Performance ◽  
The Impact ◽  
Virtual Project Teams

As organizations adapt to competitive pressure and simultaneously leverage scarce resources, workers are increasingly operating in virtual project teams where members may never meet face to face. One of the factors that can affect how well virtual project teams communicate is relational links. This study explores the effects of relational link development training on group interactions by administering training to selected groups and tracking measurements of their cohesiveness, perceptions of the process, satisfaction with outcomes over time, and tracking group communications using McGrath’s TIP theory as a framework. This project compared virtual project teams trained in the concept of relational links with teams that received no training. All electronic communications between team members were recorded and analyzed using McGrath’s time, interaction, and performance (TIP) framework and all teams completed pre and post surveys measuring their levels of cohesion, perceptions of the process and satisfaction with outcomes. It was found that teams that received training spent more time in the member support function, more time in the inception mode, and less time in the conflict resolution mode. In addition, teams receiving training had higher ending levels of cohesion, perception of the process and satisfaction with outcomes.

scholarly journals A Systemic View of International Projects with Virtual Teams

2018 ◽  
Vol 24 (1) ◽  
pp. 289-295
Author(s):  
Iulia Dumitrascu-Baldau ◽  
Dănuţ Dumitru Dumitrascu
Keyword(s):  
Complex System ◽  
Virtual Environment ◽  
Virtual Teams ◽  
System Of Systems ◽  
Project Teams ◽  
International Project ◽  
Systemic Thinking ◽  
International Projects ◽  
Virtual Project ◽  
Systemic View

Abstract Systemic thinking is an instrument used in any field to understand the complexity of the changes and challenges that take place, and to discover the reciprocal links and conditions between the internal elements that determine the functioning of the system. Understanding how the international project with virtual project teams works as a system can help us better address the issues that arise in managing it, helping to increase the success rate. The international project with teams in the virtual environment, due to the diversity it embraces, in various aspects, especially at the cultural level, is considered a complex system, and can be seen as a system of systems. This term applies to systems in which interactions that could appear between different elements and deliverables are difficult to represent by a mathematical model or to be anticipated. In order to highlight the complexity of the international project system, we chose to represent project management in the virtual environment as a subsystem through the subsystems that compose it. This graphic representation can be used as a theoretical model of how to manage an international project with teams in the virtual environment

The joint relationships of communication behaviors and task interdependence on trust building and change in virtual project teams

2009 ◽  
Vol 48 (2) ◽  
pp. 229-255 ◽  
Author(s):  
Ramón Rico ◽  
Carlos-María Alcover ◽  
Miriam Sánchez-Manzanares ◽  
Francisco Gil
Keyword(s):  
Virtual Teams ◽  
Task Interdependence ◽  
Project Teams ◽  
Trust Building ◽  
Communication Behaviors ◽  
Team Members ◽  
Virtual Project ◽  
Task Oriented ◽  
And Task ◽  
Virtual Project Teams

The study presented in this article examined how specific communication behaviors among team members interacted with task interdependence in relation to the building and changing of trust within 53 virtual project teams. At the mid-point of the teams' projects, our results showed that task-oriented communications among team members related significantly to trust, and that communications conveying enthusiasm related to trust only under conditions of low task interdependence. At the end of a team's project, trust among team members related positively to predictability of communications and substantive responses under higher levels of task interdependence. These findings develop extant trust theory in virtual teams, suggesting some useful guidelines to better understand and manage trust processes.

Sign in / Sign up

Export Citation Format

Share Document