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"Virtual teams (Workplace)"
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Differences are Different: Examining the Effects of Communication Media on the Impacts of Racial and Gender Diversity in Decision-Making Teams
Diversity can have positive and negative effects on team decision making. Text communication has been put forth as one solution to addressing this duality of team diversity. Unfortunately, the empirical results have been far from conclusive. We believe that resolving such inconsistencies is crucial to developing a more complete understanding of the use of communication technologies. To accomplish this, we developed a research model based on media synchronicity theory. We empirically tested this model by conducting a laboratory experiment with 46 teams, consisting primarily of men and women self-identified as Caucasians and Asians, performing a decision-making task. The results show that the type of diversity matters. Text communication improved knowledge sharing (i.e., conveyance) and knowledge integration (i.e., convergence) in racially diverse teams but impaired both in gender diverse teams. Knowledge integration was more important to decision quality when racial and gender diverse teams used text communication (but the importance of knowledge sharing was not affected by the communication medium).
The online appendix is available at
https://doi.org/10.1287/isre.2018.0773
.
Journal Article
Unmasking the effects of E-leadership on virtual team effectiveness by an integrated fsQCA and NCA method
Together with unstoppable trend of business going digitally global in recent years and the worldwide spread-out of COVID-19 since 2020, virtual teams have gradually garnered considerable attention in academia. Yet, the question of how to boost virtual team effectiveness remains underexplored. This study adopts a leadership perspective to examine the role of E-leadership in enhancing virtual team effectiveness. Gathered survey data from 74 virtual teams of Chinese manufacturing firms and employed an integrated fsQCA and NCA method, this study unravels two primary results. First, Fuzzy-set Qualitative Comparative Analysis (fsQCA) identified the sufficient combinations of E-leadership dimensions to promote virtual team effectiveness. Second, Necessary Condition Analysis (NCA) specifies the quantitative thresholds a E-leadership dimension’s value must be to render different levels of virtual team effectiveness. The conclusions of this research offer valuable insights into the theoretical and managerial implications of E-leadership in virtual teams.
Journal Article
Knowing Where You Stand: Physical Isolation, Perceived Respect, and Organizational Identification Among Virtual Employees
This research investigates the relationship between virtual employees' degree of physical isolation and their perceived respect in the organization. Respect is an identity-based status perception that reflects the extent to which one is included and valued as a member of the organization. We hypothesize that the degree of physical isolation is negatively associated with virtual employees' perceived respect and that this relationship explains the lower organizational identification among more physically isolated virtual employees. In two field studies using survey methods, we find that perceived respect is negatively associated with the degree of physical isolation, and respect mediates the relationship between physical isolation and organizational identification. These effects hold for shorter- and longer-tenured employees alike. Our research contributes to the virtual work literature by drawing attention to physical isolation and the important but neglected role of status perceptions in shaping virtual employees' organizational identification. We also contribute to the literature on perceived respect by demonstrating how respect is affected by the physical context of work.
Journal Article
Go (Con)figure: Subgroups, Imbalance, and Isolates in Geographically Dispersed Teams
Research regarding geographically dispersed teams (GDTs) is increasingly common and has yielded many insights regarding the effects of spatio-temporal and socio-demographic factors on GDT functioning and performance. Largely missing, however, is research on the effects of the basic geographic configuration of GDTs. In this study, we explore the impact of GDT configuration (i.e., the relative number of team members at different sites, independent of the characteristics of those members or the spatial and temporal distances among them) on individual, subgroup, and team-level dynamics. In a quasi-experimental setting, we examine the effects of configuration using a sample of 62 six-person teams in four different one- and two-site configurations. As predicted based on social categorization, we find that configuration significantly affects team dynamics—independent of spatio-temporal distance and socio-demographic factors. More specifically, we find that the social categorization in teams with geographically based subgroups (defined as two or more members per site) triggers significantly weaker identification with the team, less effective transactive memory, more conflict, and more coordination problems. Furthermore, imbalance in the size of subgroups (i.e., the uneven distribution of members across sites) invokes a competitive, coalitional mentality that exacerbates these effects; subgroups with a numerical minority of team members report significantly poorer scores on identification, transactive memory, conflict, and coordination problems. In contrast, teams with geographically isolated members (i.e., members who have no teammates at their site) have better scores on these same four outcomes than both balanced and imbalanced configurations.
Journal Article
An Embedded Model of Cultural Adaptation in Global Teams
This research examines the process through which globally distributed work teams attempt to adapt to cross-cultural differences while being constrained by the local contexts in which they are embedded. We conducted an in-depth field study of nine software development teams that included 132 ethnographic initial interviews, periods of team observation, 19 follow-up interviews, and team meetings. Inductive analysis of the data led us to develop an embedded model of cultural adaptation in global teams to describe the process we observed as teams attempted to cope with important differences in interpersonal communication styles, preferred approaches to organizational control and authority relations, and work-related knowledge and problem-solving approaches. We show how local embeddedness and interdependence across sites together drive cultural adaptation dialectics as actors attempt to resolve rippling tensions within and across nested social structures. The model of cultural adaptation that we developed as an outcome of our research challenges literature that assumes adaptation can be contained within a team and is distinctive in incorporating a dynamic systems view of culture. We build on and develop theory concerning multilevel structuration dynamics. Our work may have implications for other types of boundary-spanning collaborations such as strategic alliances and multinational corporations.
Journal Article
The application of virtual teams in the improvement of enterprise management capability from the perspective of knowledge transfer
To clarify the problems existing in the process of knowledge transfer of virtual teams, the team cooperation optimization model is combined with the technological innovation capability under the neural network (NN) model, and it is expected to provide a reference for the knowledge management and technological innovation of enterprises. This study first explores the organization, collaboration, and management of virtual teams from the perspective of knowledge transfer. In addition, based on NN, the research and development (R&D) and innovation capabilities of enterprises are studied, and an evaluation index system is constructed. In the stage of empirical analysis, this study selects Enterprise A for research and analyzes the status quo and existing problems of this company. Then, this study proposes a set of schemes conducive to virtual team collaboration and comprehensively uses management theory to evaluate the application effect. The team collaboration model based on knowledge transfer is applied to the operation and management of the enterprise, which significantly improves the collaboration between the various departments of the enterprise and the fluidity of resources. An enterprise R&D capability evaluation system based on a NN model can comprehensively evaluate various index data, thereby prompting its further strategic management and investment. The virtual team collaboration model combined with the R&D technological innovation under the NN model can objectively evaluate the capabilities of the enterprise, thereby improving the management efficiency and benefiting the long-term development of the enterprise.
Journal Article
Exploring Agility in Distributed Information Systems Development Teams: An Interpretive Study in an Offshoring Context
Agility is increasingly being seen as an essential element underlying the effectiveness of globally distributed information systems development (ISD) teams today. However, for a variety of reasons, such teams are often unable develop and enact agility in dealing with changing situations. This paper seeks to provide a deeper understanding of agility through an intensive study of the distributed ISD experience in TECHCOM, an organization widely recognized for its excellence in IT development and use. The study reveals that agility should be viewed as a multifaceted concept having three dimensions: resource, process, and linkage. Resource agility is based on the distributed development team's access to necessary human and technological resources. Process agility pertains to the agility that originates in the team's systems development method guiding the project, its environmental scanning, and sense-making routines to anticipate possible crises, and its work practices enabling collaboration across time zones. Linkage agility arises from the nature of interactional relationships within the distributed team and with relevant project stakeholders, and is composed of cultural and communicative elements. The paper highlights some of the difficulties in developing agility in distributed ISD settings, provides actionable tactics, and suggests contingencies wherein different facets of agility may become more (or less) critical.
Journal Article