Setting the Stage for Virtual Team Development: Designing Teams to Foster Knowledge Sharing

2014 ◽  
Vol 2014 (1) ◽  
pp. 17244 ◽  
Author(s):  
Michael R. Parke ◽  
Elizabeth Margaret Campbell ◽  
Kathryn M. Bartol
Keyword(s):  
Knowledge Sharing ◽  
Virtual Team ◽  
Team Development

Understanding Virtual Team Development: An Interpretive Study

2003 ◽  
Vol 4 (1) ◽  
pp. 1-38 ◽  
Author(s):  
Suprateek Sarker ◽  
◽  
Sundeep Sahay ◽  
Keyword(s):  
Virtual Team ◽  
Team Development ◽  
Interpretive Study

The mediating effect of knowledge sharing on the relationship between trust and virtual team effectiveness

2014 ◽  
Vol 18 (1) ◽  
pp. 92-106 ◽  
Author(s):  
Faizuniah Pangil ◽  
Joon Moi Chan
Keyword(s):  
Knowledge Sharing ◽  
Virtual Teams ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Cross Sectional Study ◽  
Mediating Effect ◽  
Cross Sectional ◽  
Content Type ◽  
Different Types ◽  
The Relationship

Purpose – The limited proximal communication between virtual team members can create a lack of trust among members which can significantly reduce the effectiveness of these teams. Hence, this study was conducted to examine the relationship between trust and virtual team effectiveness by looking into the mediating effect of knowledge sharing. Design/methodology/approach – This is a cross-sectional study conducted in a multinational company in Malaysia. Questionnaires were distributed to individuals working in a virtual environment. The questionnaire required the respondents to answer questions regarding three different types of trust (i.e. personality-based trust, institutional-based trust and cognitive-based trust), their knowledge sharing behavior, and their evaluation of the effectiveness of the virtual teams that they are involved with. Findings – Results of hierarchical regression analysis indicated that knowledge sharing and all the three types of trust are significantly related to virtual team effectiveness. However, only personality-based trust and institutional-based trust are significantly related to knowledge sharing, but knowledge sharing only partially mediates the relationship between these two types of trust and team effectiveness. Research limitations/implications – The population of this study are virtual teams working for an organization, hence the generalizability of the findings to other settings is unknown. Originality/value – Trust has been founded to be a significant predictor of virtual team effectiveness. However, this paper shows the effect of different types of trust and the role of knowledge sharing in mediating the relationship between trust and virtual team effectiveness.

Temporary Virtual Teams

2011 ◽  
pp. 1438-1460
Author(s):  
Stacey L. Connaughton ◽  
Elizabeth A. Williams ◽  
Jennifer S. Linvill ◽  
Elizabeth J. O’Connor ◽  
Troy Hayes
Keyword(s):  
Virtual Teams ◽  
Business Intelligence ◽  
Research Agenda ◽  
Prior Experience ◽  
Virtual Team ◽  
Team Development ◽  
Team Members ◽  
Face To Face ◽  
Team Experience

Temporary virtual teams are common organizing forms across industries and sectors, and their members often span national, functional, and other boundaries. Many times temporary virtual team members have no prior experience working with one another, may seldom if ever meet face-to-face, and may never work together again, thus team development may occur differently than it does in long-term or in tact teams. Yet little is known about the development of temporary virtual teams and the process challenges therein. The purpose of this chapter is to contribute to this body of research by revealing how individuals who are members of a temporary virtual team experience team development. Specifically, this chapter (a) reviews two often-cited models of team development and discusses the limited body of research on virtual team development; (b) presents findings from a study of one organization’s business intelligence teams that were temporary, virtual, and global in nature; and (c) advances a research agenda for scholars in this area and recommendations to practitioners who are working in these contexts.

Effective Virtual Teams

Virtual Teams ◽  
2011 ◽  
pp. 120-230 ◽  
Author(s):  
Tammie D. Hertel
Keyword(s):  
Knowledge Sharing ◽  
Virtual Teams ◽  
Data Aggregation ◽  
Role Model ◽  
Virtual Team ◽  
Technology Support ◽  
Collaborative Technologies ◽  
Recognition Systems ◽  
Reward And Recognition

It is likely that employees will work on a virtual team at some point in their careers. However, it is questionable how effectively organizations, training, and technology support the needs of virtual teams. Organizations must communicate what collaborative and knowledge-sharing behaviors are expected, establish reward and recognition systems that reinforce those behaviors, ensure that employees have the skills and tools required to fulfill those expectations, and develop managers that role model and reinforce the desired behaviors. Collaborative technologies must also become more self-managing, provide more compelling asynchronous capabilities, and consider that individuals may be part of many teams, thereby requiring better data aggregation and visualization.

Temporary Virtual Teams

2010 ◽  
pp. 123-145
Author(s):  
Stacey L. Connaughton ◽  
Elizabeth A. Williams ◽  
Jennifer S. Linvill ◽  
Elizabeth J. O’Connor ◽  
Troy Hayes
Keyword(s):  
Virtual Teams ◽  
Business Intelligence ◽  
Research Agenda ◽  
Prior Experience ◽  
Virtual Team ◽  
Team Development ◽  
Team Members ◽  
Face To Face ◽  
Team Experience

Temporary virtual teams are common organizing forms across industries and sectors, and their members often span national, functional, and other boundaries. Many times temporary virtual team members have no prior experience working with one another, may seldom if ever meet face-to-face, and may never work together again, thus team development may occur differently than it does in long-term or in tact teams. Yet little is known about the development of temporary virtual teams and the process challenges therein. The purpose of this chapter is to contribute to this body of research by revealing how individuals who are members of a temporary virtual team experience team development. Specifically, this chapter (a) reviews two often-cited models of team development and discusses the limited body of research on virtual team development; (b) presents findings from a study of one organization’s business intelligence teams that were temporary, virtual, and global in nature; and (c) advances a research agenda for scholars in this area and recommendations to practitioners who are working in these contexts.

Modeling knowledge sharing and team performance

2019 ◽  
Vol 57 (7) ◽  
pp. 1472-1495 ◽  
Author(s):  
Min-Ling Liu ◽  
Chieh-Peng Lin ◽  
Sheng-Wuu Joe ◽  
Kuang-Jung Chen
Keyword(s):  
Knowledge Sharing ◽  
Team Performance ◽  
Ethical Leadership ◽  
Design Methodology ◽  
Team Development ◽  
High Tech ◽  
Critical Factors ◽  
Moderating Effects ◽  
Job Complexity ◽  
Content Type

Purpose To deepen our understanding about the development of team performance, the purpose of this paper is to develop a model that explains how ambidexterity and ethical leadership affect knowledge sharing and team performance through within-team competition. Design/methodology/approach This study demonstrates the applicability of ambidexterity and within-team competition by surveying 78 teams from the high-tech and banking industries. This study further presents a three-way interaction among ambidexterity, politics and job complexity. Findings This study finds that both ambidexterity and ethical leadership are positively related to knowledge sharing and team performance through the mediation of team development competition. Originality/value This study confirms that ambidexterity and ethical leadership play critical factors for improving knowledge sharing and team performance through the mediation of team development competition. Furthermore, the moderating effects of politics and job complexity are also confirmed in the research.

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