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Understanding human interactions and performance in the virtual team
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Journal Article
Understanding human interactions and performance in the virtual team
2002
Overview
A stream of work is presented that focuses on the question of whether factors that drive conventional team performance also apply to the virtual environment. Conventional teams exhibit group interaction styles that affect communication and thus team performance by facilitating or hindering the exchange of information among group members. An overview of 3 studies that investigate human interaction in the virtual setting is presented. The first study presents the conversion of an instrument designed to assess interaction styles in face-to-face environments for use with virtual teams collaborating via the Internet. Interaction style predicts task performance outcomes and process outcomes in virtual teams in ways very similar to those seen in face-to-face teams. The second study offers a direct comparison of performance in virtual and face-to-face teams. Virtual teams are less successful than face-to-face teams on most outcome measures. The third study examines the role of expertise and extraversion on interaction style and performance. Extraversion begets a productive interaction style but that a difference in extraversion between team members leads to a negative style.
Publisher
Association for Information Systems
