Journal articles on the topic 'Virtual work teams'
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E, Jude Ashmi. "Getting Things Done, Virtually! - The Role of Virtual Team Leadership in Virtual Team Effectiveness." Ushus - Journal of Business Management 16, no. 2 (April 1, 2017): 13–20. http://dx.doi.org/10.12725/ujbm.39.2.
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A virtual team’s success depends on the team's effectiveness. Accomplishing such a team’s effectiveness is far more difficult when compared with traditional work teams. This article is a result of an exploratory study of the role of leadership in virtual teams. Virtual teams’ leadership is seemingly situational and supervisory, depending on the task. This study reveals that (1) individual virtual team members act as leaders based on the specific requirements for getting things done, (2) classifies virtual team leadership under supervisory and facilitating leadership, (3) suggests that both leadership roles are essential for virtual team effectiveness and functioning and (4) recommends exploration of leadership-oriented communication competency, shared understanding and virtual team citizenship behaviour as these are required for the effective performance of a virtual team.
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Liu, Ying Chieh, and Janice M. Burn. "How Do Virtual Teams Work Efficiently." International Journal of e-Collaboration 5, no. 4 (October 2009): 16–36. http://dx.doi.org/10.4018/jec.2009062602.
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Virtual teams are groups of members collaborating in the execution of a specific task from disperse locations. Increasing use of virtual teams has highlighted the need for organizations to focus on ways to improve their performance. The key issues of concern include both technical and social dimensions, and this research study addresses the latter. Hence, this study derives a social relationship model from a comprehensive literature review and conducts an experiment to validate this through SEM (structural equation modeling). The results reveal: (1) communication has a direct positive impact on relationship building, but indirect positive effects on performance and satisfaction; (2) relationship building impacts directly with strong and positive impacts on cohesion and trust, but indirectly with strong impacts on performance and satisfaction; (3) cohesion has a direct, strong, and positive impact on performance, but a strong indirect impact on satisfaction; (4) trust has a positive direct impact on performance, but an indirect positive impact on satisfaction; and (5) performance has a strong and positive impact on satisfaction. In addition, this study confirms that relationship building is a vital mediator in the social relationship model. Managerial implications and future research directions are identified.
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Thomas, Dominic M., Robert P. Bostrom, and Marianne Gouge. "Making knowledge work in virtual teams." Communications of the ACM 50, no. 11 (November 2007): 85–90. http://dx.doi.org/10.1145/1297797.1297802.
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Wickramasinghe, Amanda S. "Leading Virtual Teams, Globally." International Journal of Social Media and Online Communities 14, no. 2 (July 1, 2022): 1–18. http://dx.doi.org/10.4018/ijsmoc.305866.
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Virtual teams allow professionals to work across boundaries, borders, cultures, and time zones. A number of companies across the globe have adapted to remote work due to the COVID-19 pandemic in the year 2020, using platforms such as Zoom, WebEx, Skype and Microsoft Teams. Due to the pandemic, most professional organizations were forced to utilize virtual platforms to communicate because of the worldwide stay-at- home orders. These platforms allow professionals across the world to connect instantly (Frisch & Greene, 2020).Within that context, a virtual team's leader has a significant responsibility for leading the virtual team to success. The purpose of this study was to explore how to lead virtual global teams successfully. The study examined 25 global leaders' lived experiences utilizing qualitative research methodology and explored the phenomenon of leading virtual teams effectively (and successfully) through using the input and process outcome framework (Eyrich, Quinn & Fessell, 2019). Findings included an effective virtual leadership approach.
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Kulturel-Konak, Sadan, Clifford R. Maurer, and Daniel L. Lohin. "Teaching Students How to Effectively Work in Virtual Teams." International Journal of Information Technology Project Management 1, no. 2 (April 2010): 61–78. http://dx.doi.org/10.4018/jitpm.2010040104.
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This paper, through the voices of two professors and a student, describes an educational experience that exposed students to virtual teams constructed between Information Technology Project Management classes of two branch campuses of the Pennsylvania State University. This experience focused on overcoming the communication problems of virtual teams in order to strengthen team building dynamics. Since working on virtual teams was the first experience for the students, attempts were made to control some aspects of the virtual team environment by eliminating cultural and time differences. The variable to be in focus was the building of trust in a virtual environment. By eliminating all other variables such as time zones, cultural and disciplinary backgrounds, etc., students could experience the efforts required to build trust in a virtual environment. Students were given pre and post experience surveys. The results indicate that initially many students were very apprehensive about virtual teams; however, after completing the course, most students expressed positive attitudes and a general understanding of techniques to work effectively in virtual teams. In addition, almost all teams commented on how important they felt virtual teams would become in the future as digital technology continues to improve.
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Lipnack, Jessica, and Jeffrey Stamps. "Virtual teams: The new way to work." Strategy & Leadership 27, no. 1 (January 1999): 14–19. http://dx.doi.org/10.1108/eb054625.
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Mehtab, Khurram, Amjad ur Rehman, Saira Ishfaq, and Raja Ahmed Jamil. "Virtual Leadership: A Review Paper." Mediterranean Journal of Social Sciences 8, no. 4-1 (July 1, 2017): 183–93. http://dx.doi.org/10.2478/mjss-2018-0089.
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Abstract In today’s competitive business environment, virtual work settings present a growing challenge for rapid solutions of organization’s complex problems. This enables an organization to pool talent and expert employees by eradicating the time and space barriers. In accordance, companies are profoundly investigating on virtual teams’ performance enhancement. Virtual work settings revolutionize workplace by providing high level of responsiveness and flexibility. Virtual work setting has also many issues and challenges which must be addressed in order to enhance the team’s performance. Hence one of the major challenge of modern work setting is virtual leadership. This review paper presents an introduction to virtual leaderships, advantages of virtual work environment, challenges and recommendations for virtual leaders to enhance the performance of virtual teams. This article also offers review of earlier published researches and reports the findings on virtual team leadership in a struggle to the present the current state of work on this topic.
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Großer, Birgit, and Ulrike Baumöl. "Why virtual teams work – State of the art." Procedia Computer Science 121 (2017): 297–305. http://dx.doi.org/10.1016/j.procs.2017.11.041.
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Chopra, Subhanjali, and Meenakshi Chaudhary. "Remote Work is the New Normal: Virtual Teams as a Prerequisite in Global Business Strategy." FOCUS: Journal of International Business 9, no. 1 (2022): 79–104. http://dx.doi.org/10.17492/jpi.focus.v9i1.912205.
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The world has changed, and with it comes the obligation for us to adjust ourselves to what is truly normal for our organizations. Organizations today rely heavily on a geographically dispersed workforce to compete in the global economy. They establish teams that offer the greatest functional expertise from around the world coupled with deep, local knowledge of the most exciting areas. Despite virtual teams’ growing prevalence, relatively little is known about this new form of work team, particularly in most developing nations. The objective of the paper is to identify the antecedents of virtual team performance and critically examine the literature to filter the advantages and pitfalls of virtual teams. For this purpose, we conducted a search in Google Scholar with the keywords ‘virtual team performance’ and ‘determinants of virtual teams performance’. Given the ease with which the technological infrastructure required to support virtual teams is now available, more research into the wide range of difficulties surrounding virtual teams is required if we are to understand how to manage them effectively.
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Humenna, Oleksandra, and Maksym Synytsya. "Management of virtual teams: behavioral aspects." Scientific Papers NaUKMA. Economics 8, no. 1 (October 23, 2023): 40–46. http://dx.doi.org/10.18523/2519-4739.2023.8.1.40-46.
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Since the announcement of the COVID-19 pandemic, the vast majority of companies have switched their employees to remote work. This has led to a number of problems, both technical and psychological. Technical problems related to online work are accompanied by questionable employee productivity and an unsatisfactory psychological climate in virtual teams.In order to address these shortcomings of working in virtual teams, the purpose of the article is to systematize employees’ feedback on the specific positive and negative aspects of remote work, and to propose effective methods for improving the efficiency of such work, using the principles of behavioral economics already tested in practice.The paper attempts to describe the importance of a comprehensive approach to evaluating work in virtual teams, which is based not only on the analysis of the effectiveness of such work, but also on the moral and psychological state of the team. It is also shown that behavioral principles (including various motivational tools) should be considered in the management strategy of virtual teams.The article proposes a comprehensive approach to the management of virtual teams based on the systematization of problems and specific ways to solve them.As a result of this study, it is proposed to use behavioral science approaches to improve remote work, such as loss aversion, endowment effect, framing effect, priming, and social comparison, which has already proven to be effective to a certain extent. Further studies, taking these aspects into account, will need to be undertaken.
JEL classіfіcatіon: D03, D21, M31, M37
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de Pillis, Emmeline, and Kimberly Furumo. "On the Internet, Nobody Knows You're a Girl: The Female Performance Advantage in Anonymous Virtual Teams." Journal of International Business and Economy 8, no. 2 (December 1, 2007): 35–47. http://dx.doi.org/10.51240/jibe.2007.2.3.
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As work is increasingly done across borders, the quality of this work depends upon electronically connected virtual teams. We examine the performance of women and men in face-to-face versus anonymous virtual teams. In anonymous virtual teams, women significantly outperformed men. The performance of face-to-face teams was better overalperformance was equivalent to that of men in face to face teams. While virtual teams experience lower performance and satisfaction than face to face teams overall, this difference appears to be due to lowered performance in men.
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Krstić, Nataša, and Milan Gajić. "Trust and knowledge-sharing factors in the context of efficiency of virtual teams." Ekonomika preduzeca 70, no. 5-6 (2022): 298–312. http://dx.doi.org/10.5937/ekopre2206298k.
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Virtual teams, as a group of people who perform work interdependently with the division of responsibilities in the outcomes of work tasks, significantly rely on technology that supports their communication and everyday work. The topic of this paper is the research on the connection between trust factors (individual, institutional and cognitive) and knowledge sharing in a team in the context of the efficiency of virtual teams. For this purpose, a correlation-regression study was conducted on a non-random sample of 132 respondents consisting of employees from teams that function exclusively as virtual, multicultural and multinational. Also, the mediator effect of knowledge sharing factors concerning trust, and efficiency of virtual teams were examined. The obtained results confirmed that all dimensions of trust - individual and institutional and cognitive trust are important for the efficient functioning of virtual teams. Contrary to the created hypotheses, it was shown that the factor of knowledge sharing in virtual teams is not a predictor of trust or efficiency of virtual teams.
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Guzar, Katlyn, and Daniella Bianchi-Laubsch. "Examining the Virtual Leadership of Leaders in Higher Education During the COVID-19 Pandemic: A Case Study." Canadian Journal of Educational Administration and Policy, no. 204 (May 23, 2024): 70–87. http://dx.doi.org/10.7202/1111526ar.
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<p>During the COVID-19 pandemic, student services leaders needed to adapt to working entirely virtually, find creative solutions to adjust their service delivery, and change how they engaged with their teams. Before COVID-19, studies of virtual leadership focused on virtual teams developed because of the geographical distance between team members. This qualitative study investigated virtual leadership and virtual teams developed because of the move to virtual work during the COVID-19 pandemic. It examined how student services leaders changed their leadership behaviours in response to moving to the virtual work environment. Using data gathered through a questionnaire, interviews, and documentation, four themes reflecting how leaders changed their behaviours and practices were identified: reimagining communication, reconstructing work using technology, reframing team support, and reorienting toward hybrid work. Understanding how these leaders managed their virtual teams at a midsized university in southern Ontario provides insight into what practices might be helpful for teams that continue exclusively virtual work and those that transition to a hybrid work approach.</p>
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Bhat, Swati Kaul, Neerja Pande, and Vandana Ahuja. "Virtual Team Effectiveness." International Journal of Virtual and Personal Learning Environments 6, no. 1 (January 2016): 1–17. http://dx.doi.org/10.4018/ijvple.2016010101.
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Advances in communication and information technology create new opportunities for organizations to build and manage virtual teams. Virtual teams have become a norm for organizations whose members work across disparate geographical locations, relying primarily or exclusively, on the usage of Information and Communications Technology (ICT) for the completion of common goals. In many countries across the world, the internet has helped in shrinking barriers between teams located across diverse locations, and this has been possible because of what is termed as 'virtual teams'-teams which are connected with each other in cyberspace. This paper attempts to explain the role of vital elements like trust, information sharing and communication, in building virtual teams. This study strives towards developing a set of factors that can be used by managers of virtual teams for establishing an efficacious relationship amongst the members. The research methodology of Structural Equation Modelling is used for the purpose.
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Nuratri, Bangkit, Asep Zulkifli Achmad, and Ramadani Saputra. "Leadership in the Age of Remote Work: Best Practices for Managing Virtual Teams." Jurnal Office 8, no. 2 (December 31, 2022): 379. http://dx.doi.org/10.26858/jo.v8i2.45362.
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The COVID-19 pandemic has forced many organizations to switch to remote work, which has transformed the traditional leadership and management practices. Therefore, the study aimed to identify best practices for managing virtual teams in the age of remote work. To achieve this objective, the study employed a qualitative research design, where data was collected through semi-structured interviews with managers and team leaders of virtual teams. The interviews were analyzed thematically to identify common themes and patterns related to leadership in the age of remote work. The results revealed that successful leadership in virtual teams requires a shift in focus from task-oriented to people-oriented leadership. Moreover, virtual team leaders should adopt new practices such as frequent communication, trust-building, setting clear expectations, and providing timely feedback. Additionally, technology plays a vital role in managing virtual teams, as it facilitates communication and collaboration.
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Kukytė, Aistė. "Arising Problems in Managing Virtual Project: Research on International Virtual Project Team Leaders." Jaunųjų mokslininkų darbai 51, no. 1 (August 31, 2021): 8–20. http://dx.doi.org/10.15388/jmd.2021.1.
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Although the prevalence of project teams in international organizations is growing rapidly, while influencing the governance of organizations at the global, regional, and local levels, the response of organizations to such changes has been slower, according to authors A. I. Mockaitis, L. Zander, and H. De Cieri (2018). Organizations need to look at virtual project team development opportunities, methods, tools to learn to work in a multicultural space. The uptake of improvement opportunities for organizations would have a positive impact on many aspects like competition, efficiency, and reputation. In this context, it is important to analyse and research the uniqueness of virtual project teams and the problems arising in the management of these teams, because in the international business environment, the operation of these teams is a necessary condition for business to operate effectively.
The article analyses the emerging problems in virtual project team management in international companies. A theoretical overview of possible problems in managing virtual project teams is presented, the results of the performed qualitative research are presented. During the research, managers working in international companies who lead a virtual project team were interviewed using the qualitative research method. The study was conducted in 2019-2020 and involved 9 informants working in Lithuania, the United Kingdom, the United States, Bangladesh, France, Malaysia, and Poland.
The results of the study revealed the opinion of virtual project team leaders how these teams differ from traditional teams. The results revealed problems that may arise in the management of virtual project teams, such as misunderstanding and ambiguity of transmitted information, lack of emotion, presence and loss of information, higher time costs for work tasks, different, culturally influenced work principles and etiquette, and loss of personal and work balance boundaries. These problems are addressed in several ways, openly throughout the group, individually or through an external team.
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Hadzhiev, Kristiyan. "MANAGING VIRTUAL TEAMS – THEORY AND METHODOLOGY." Economic Thought journal 62, no. 2 (April 20, 2017): 30–70. http://dx.doi.org/10.56497/etj1762202.
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This paper studies the types of management teams and identifies the essential characteristics of organizational models applied in management practice: work group – team – self-managed work team and virtual team. The focus is put on virtual teams. The key prerequisites, regularities and processes associated with the design and functioning of highly effective virtual teams are analyzed. The indicators of team effectiveness are specified and the factors influencing immediate results are analyzed. The multilateral relationships in the integrative models most cited in the last 20 years are explored not only at the input, but in the process of interaction, as well as the ways to achieve balance and good teamwork between team members. The aim is to find a common theoretical and methodological basis that brings together the fundamental models of virtual team effectiveness.
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De Bruyn, Anita Juliana. "Exploring high-performance work processes in effective virtual teams." African Journal of Economic and Management Studies 8, no. 4 (December 4, 2017): 398–409. http://dx.doi.org/10.1108/ajems-06-2016-0070.
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Purpose The purpose of this paper is to bridge the void in virtual teams’ (VTs) lived experiences on the high-performance work process theme by exploring process alignment best practices for the functioning of effective VTs in the software sector of the technology industry of South Africa. Design/methodology/approach A qualitative, interpretivist case study was used to gain insight into the lived experiences of VT members. A purposive sample was selected, and data were collected through an electronic questionnaire and analysed by means of content analysis. Findings International literature corpus informed the process theme. Empirical evidence suggests that a value-driven work orientation to combat cybercrime linked with the pre-existence to specific architecture effectively contribute to the practice of VT expertise by delivering innovative new paths instead of aligning to traditional processes. Research limitations/implications The qualitative approach of this paper limits the replication possibilities beyond the information and communication technology (ICT) VTs who participated in the study. The themes, elements and the virtual nature of the study could be generalised across various technology-infused organisations in other VTs and within other knowledge working fields. Practical implications An exemplary questionnaire and method to obtain deep knowledge from the lived experiences of the virtually dispersed participants could be utilised for similar future studies. Social implications ICT software organisations trading on the African, within VT environments and South Africa, people practitioners and risk managers would benefit from the process alignment practices suggested in this study. Originality/value This paper complements seminal VT theorists, and presents suggestions towards a practical implementable novel framework for the implementation of VT processes alignment.
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Guinalíu, M., and P. Jordán. "Building trust in the leader of virtual work teams." Spanish Journal of Marketing - ESIC 20, no. 1 (February 2016): 58–70. http://dx.doi.org/10.1016/j.reimke.2016.01.003.
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Gabrielyan, V. A., and V. V. Lobanova. "Organization of work of virtual teams in small business." Lizing (Leasing), no. 3 (May 23, 2023): 32–36. http://dx.doi.org/10.33920/vne-03-2303-06.
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De Paoli, Donatella, and Arja Ropo. "Open plan offices – the response to leadership challenges of virtual project work?" Journal of Corporate Real Estate 17, no. 1 (April 7, 2015): 63–74. http://dx.doi.org/10.1108/jcre-08-2014-0020.
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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.
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Carlson, John R., Dawn S. Carlson, Emily M. Hunter, Randal L. Vaughn, and Joey F. George. "Virtual Team Effectiveness." Journal of Organizational and End User Computing 25, no. 2 (April 2013): 1–18. http://dx.doi.org/10.4018/joeuc.2013040101.
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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.
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Lehtonen, Miikka J., and Constance E. Kampf. "Virtual Teams and Knowledge Communication." International Journal of Sociotechnology and Knowledge Development 6, no. 3 (July 2014): 1–25. http://dx.doi.org/10.4018/ijskd.2014070101.
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How does culture affect virtual teams and the knowledge communication processes in which they engage? As virtual spaces are increasingly used to support teams and establish collaboration in cross-cultural projects, the notion of cross-cultural communication can be understood as shifting from contextual perspective to a semiotic perspective. That is to say, although the team members are using the same vocabulary they might attach different meanings to and have different knowledge about them thus highlighting the importance of approaching virtual teams and collaboration from a semiotic perspective. To look at how knowledge about virtual work is established in a multinational context, the authors interviewed members of a team that connects Finland and India. Results reveal five objects shared between the team members with varying knowledge about them. By making these differences in knowledge visible through semiotics the authors are calling for a more nuanced understanding of cross-cultural collaboration that draws on and extends the existing body of knowledge on virtual teams and collaboration.
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Miranda, F. Javier, and Antonio Chamorro-Mera. "Virtual Teams in the University: A Critical Literature Review and A Research Agenda." Marketing and Management of Innovations 15, no. 1 (2024): 195–209. http://dx.doi.org/10.21272/mmi.2024.1-15.
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The incentives for the internationalization of universities and the digitalization of teaching driven by the situation of COVID-19 have increased the operation of virtual work teams in higher education institutions, both in terms of groups of students and groups of researchers. The objective of this study is to explore the evolution of academic research concerning virtual teams within university settings, aiming to delineate prominent research trajectories and outline a prospective agenda for future inquiry in this domain. This work involved a systematic review of the literature in the WoS and Scopus databases to identify what, when, who, where and how virtual teams in universities have been researched. The PRISMA method was used to guide the data collection process. Forty-seven articles were identified as relevant for analysis. Despite the significant development of academic research on virtual teams since the end of the last century, the necessary attention has still not been given to the specific case of virtual teams in universities. Most of the research has been conducted in the United States; however, previous research reveals that cultural aspects are relevant variables in the performance and efficiency of virtual teams, so it is advisable to extend this type of research to other countries and cultural contexts. In addition, we can also see that most of the works identified have analysed work teams formed by students, and there are very few studies on virtual teams of researchers, despite the importance of these teams in the context of encouraging the internationalization of research networks. Moreover, the review of the content of the articles as well as the future lines of research have been organized around a life cycle model, considering three categories: inputs, operating process and outputs-results. The second category is the most developed to date.
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Dr. Joel Baldomir. "DEVELOPING A STRATEGIC LEADERSHIP MODEL FOR INCLUSIVE VIRTUAL WORK TEAMS: A RESPONSE TO COVID-19 AND THE CHANGING NEEDS OF THE GLOBAL WORKFORCE." International Journal of Management & Entrepreneurship Research 6, no. 2 (February 19, 2024): 467–76. http://dx.doi.org/10.51594/ijmer.v6i2.818.
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This article examines the useful strategies that will help leaders effectively lead members of virtual work teams. Research suggests that the greatest challenges for work team leaders are in the areas of cultural awareness, clarity of group roles and the choice of communication technology. Effective leaders might better prepare their team members for success when working in virtual teams by training them in each of these three areas and by encouraging a shared understanding of cultural differences, the clear communication of member roles and expectations, and by utilizing the most appropriate communication technology based on specific team member needs. Encompassing each of these elements, The Strategic Leadership Model for Inclusive Virtual Work Teams is presented as a viable strategic approach for virtual team leaders.
Keywords: Strategic Leadership, Culture, Virtual Teams.
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Magnier-Watanabe, Remy, Yoshiaki Watanabe, Olivier Aba, and Harald Herrig. "Global virtual teams’ education: experiential learning in the classroom." On the Horizon 25, no. 4 (September 11, 2017): 267–85. http://dx.doi.org/10.1108/oth-02-2017-0007.
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Purpose This paper aims to examine how students can learn how to work in multi-cultural global virtual teams in a classroom-based setting using experiential learning. The students from two graduate programs in France and Japan were given relevant reading materials, individual and joint team assignments on virtual team work and were asked to evaluate their work using previously identified global virtual team key success factors. Design/methodology/approach Text-mining and co-word analyses of students’ assignments, and correlations of keyword frequencies with student culture scores provide insights on how students first experience this novel setting, raising their awareness and providing them skills for future application in an organizational setting. Findings The process experienced by virtual student teams has many similarities with the team formation stage in virtual teams in organizational settings. Such experiential learning is useful for global virtual team education, as students will have already experienced and solved typical challenges in a safer non-work-related setting. Research limitations/implications This study is based on a small sample of respondents and therefore presents inherent limitations in terms of significance and generalizability. Originality/value The rise of information and communication technologies has facilitated the creation of new approaches for coordinating work and, subsequently, for new collaborative organizational forms. Little research has been conducted to address education or training for these new and essential forms of collaboration.
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Patil, Samit. "Learning in Global Virtual Teams: A Practitioner’s View." NHRD Network Journal 13, no. 2 (April 2020): 170–77. http://dx.doi.org/10.1177/2631454120930526.
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Several advances in technologies have enabled teams to work outside of the conventional physical workspace. Widespread changes in the nature of work due to the technologies have enabled productivity between teams that are dispersed and contributing to an emerging digital economy. At the same time, it is hard to ignore the sociological and human resource impact of such teams, and the conditions that they are subjected to in the form of digitally-enabled teams, or as this article articulates, global virtual teams (GVTs). Taking an observer’s view this article explores the process of learning and knowledge transfer in GVTs and proposes a framework for minimising stress and maximising outcomes from virtual teams.
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Roşu, Marius, and George Drăgoi. "VPN solutions and network monitoring to support virtual teams work in virtual enterprises." Computer Science and Information Systems 8, no. 1 (2011): 1–26. http://dx.doi.org/10.2298/csis100127033r.
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In order to be competitive enterprises continuously implement ICT strategies & architectures to improve manufacture, research, products quality, sales, services and costs control. All large enterprises have a local area network, a virtual private network, an Intranet and Internet, servers and workstations for operations, administration and management working together for the same objective: profits. The virtual enterprise and the virtual team?s concepts are discussed in this article. This work analyzes the network architecture for geographically dispersed enterprises (seen as virtual enterprises) as support for virtual project development by virtual teams work. In addition, the paper presents an enterprise networks monitoring solution using open source software (OSS).
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Larson, Barbara, Opal Leung, and Kenneth Mullane. "Tools for Teaching Virtual Teams: A Comparative Resource Review." Management Teaching Review 2, no. 4 (July 14, 2017): 333–47. http://dx.doi.org/10.1177/2379298117720444.
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As the ubiquity of virtual work—and particularly virtual project teams—increases in the professional environment, management and other professional programs are increasingly teaching students skills related to virtual work. One of the most common forms of teaching virtual work skills is a virtual team project, in which students collaborate with each other at a distance (and sometimes between multiple institutions) to accomplish a shared task. These projects differ from most management topics in their technology requirements. In this comparative review, we describe the features and trade-offs inherent in some of the asynchronous and synchronous communication technology tools commonly used to run virtual team projects.
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Seliverstova, Yana. "Differences in Defining the Virtual and Traditional Teams." Economic and Regional Studies / Studia Ekonomiczne i Regionalne 15, no. 2 (June 1, 2022): 250–65. http://dx.doi.org/10.2478/ers-2022-0017.
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Abstract Subject and purpose of work: This paper aims to review the current literature on virtual teams in order to compile what we, as a scientific community, know about virtual teams and their management Materials and methods: This research study is based on a systematic literature review of the Scopus database. Results: The study provides a holistic definition of virtual teams and their classification based on a variety of criteria. It also discusses types of virtual teams as well as their benefits and drawbacks.. The key characteristics of virtual team management are analysed in relation to traditional team management Conclusions: In 2022, virtual teams are promising and dynamically developing as digital technologies, current globalisation and the COVID19 pandemic allow for and even enforce remote work. This form of employment is beneficial and convenient, but at the same time, associated with some risks and difficulties that can be avoided with the proper organisation of the process.
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Siau, Keng, and Min Ling. "Mobile Collaboration Support for Virtual Teams." Journal of Database Management 28, no. 3 (July 2017): 48–69. http://dx.doi.org/10.4018/jdm.2017070103.
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Organizations increasingly depend on virtual teams in which geographically distributed individuals use sophisticated technology to interact and collaborate. With the advancement of mobile and wireless technology, mobile support for collaboration among virtual team members is becoming increasingly important and popular. In this research, we study the values of mobile support for virtual team members. Using the qualitative technique, Value-Focused Thinking approach, proposed by Keeney, we interviewed 30 subjects who were involved in information systems development teams and asked them the values of mobile support for virtual collaboration. This study uses Alter's Work Systems Theory as the conceptual foundation.
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Ortiz, F., and M. Cipolla. "Digital teams: contemporary anywhere office work model for MIL cities." Слово в науке, no. 1(2) (April 1, 2021): 198–211. http://dx.doi.org/10.53362/r7419-9556-6087-q.
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In this article we analyze the main characteristics of virtual teams and associations as a contemporary Anywhere office modality that will grow more and more in the face of digital transformation and its impact for MIL cities. The levels of development of virtual associations are de scribed according to various authors and the growing need to imple ment virtualization and the management of new learning and workforce is addressed in order for collaborators/citizens to develop and continue to deliver results. The objective of this work is to show the main char acteristics of these virtual teams, as well as the challenges that imply developing organizational culture with parameters of MIL Cities, using a philosophy of media and information literacy so that the inclusion of technology for employees is more covered. The methodology used was a theoreticalpratical, based on the bibliographic review of the topic and the participant observation of the authors during their consultations in the companies which they operate.
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Ibeh, Florence, David Oyekunle, and David Boohene. "EXPLORING EFFECTIVE METHODS TO BOOST VIRTUAL WORKERS' MORALE FOR IMPROVED PROJECT PERFORMANCE." International Journal of Professional Business Review 9, no. 3 (March 12, 2024): e04335. http://dx.doi.org/10.26668/businessreview/2024.v9i3.4335.
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Background: The continuous advancement of information technology has transformed how businesses and organizations carry out their day-to-day activities. Many people are choosing to work remotely because they are handling a significant number of human interactions through various virtual communication platforms. Remote work facilitates business growth and improves customer service, yet it presents its challenges, necessitating an investigation into virtual team morale to guarantee project success. Method: This study employed content analysis of readily available secondary data to examine the investigated phenomenon. Results: The study determined that the key elements for enhancing project success in virtual teams are technology adoption, an environment free from distractions, effective leadership, trust, communication, a well-defined task, active team engagement, and motivation. The study also found that morale strongly influences engagement and productivity in virtual teams. Therefore, when morale is high, virtual teams achieve their optimal performance. Conclusion: The research concluded that selecting the suitable technology for communication, assigning virtual team members with distinct roles and responsibilities, fostering a culture of accountability and trust within virtual teams, promoting efficient team collaboration, and motivating virtual team members are the most impactful tactics for enhancing employee engagement and performance in virtual teams.
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Bhargava, Sushant. "Virtuality and teams: Dealing with crises and catastrophes." Human Systems Management 39, no. 4 (November 11, 2020): 537–47. http://dx.doi.org/10.3233/hsm-201050.
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BACKGROUND: This article bridges the gap between theory and practice and elaborates, for practitioners, how to convert the COVID-19 and other similar crises into opportunities for keeping their business on track for growth. It shows how movement to virtual modes of working, especially virtual teams, can help practitioners meet the current crisis effectively and also prepare for future crisis efficiently. OBJECTIVE: The objective of this article is to show how the concept of virtuality can help design practices which enable managers/practitioners in effectively managing necessary transitions to virtual work. METHODS: The article reviews and integrates essential literature on virtuality and virtual teams. It enumerates the benefits and challenges which accompany a sudden and necessary movement to virtual work in teams. Also used are the recently developed theoretical frameworks of teams as essential emergent states and its implications on virtual work. RESULTS: By distilling insights from past literature, the article advises managers on how to deal with the present and prepare for future disruptions. Usage of overarching frameworks rather than industry/work specific literature enables managers to move away from specific recommendations and focus on general characteristics for wider impact. CONCLUSIONS: The article demonstrates how organizations can meet disruptive challenges successfully and also prepare for future challenges sustainably using virtuality as a starting point.
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Khadpe, Pranav, Chinmay Kulkarni, and Geoff Kaufman. "Empathosphere: Promoting Constructive Communication in Ad-hoc Virtual Teams through Perspective-taking Spaces." Proceedings of the ACM on Human-Computer Interaction 6, CSCW1 (March 30, 2022): 1–26. http://dx.doi.org/10.1145/3512902.
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When members of ad-hoc virtual teams need to collectively ideate or deliberate, they often fail to engage with each others' perspectives in a constructive manner. At best, this leads to sub-optimal outcomes, and, at worst, it can cause conflicts that lead to teams not wanting to continue working together. Prior work has attempted to facilitate constructive communication by highlighting problematic communication patterns and nudging teams to alter their interaction norms. However, these approaches achieve limited success because they fail to acknowledge two social barriers: (1) it is hard to reset team norms mid-interaction, and (2) corrective nudges have limited utility unless team members believe it is safe to voice their opinion and that their opinion will be heard. This paper introduces Empathosphere, a chat-embedded intervention to mitigate these barriers and foster constructive communication in teams. To mitigate the first barrier, Empathosphere leverages the known benefits of "experimental spaces" in dampening existing norms and creating a climate conducive to change. Empathosphere instantiates this "space'' as a separate communication channel in a team's workspace. To mitigate the second barrier, Empathosphere harnesses the benefits of perspective-taking to cultivate a group climate that promotes a norm of members speaking up and engaging with each other. Empathosphere achieves this by orchestrating authentic socio-emotional exchanges designed to induce perspective-taking. A controlled study ($N=110$) compared Empathosphere to an alternate intervention strategy of prompting teams to reflect on their team experience. We found that Empathosphere led to higher work satisfaction, encouraged more open communication and feedback within teams, and boosted teams' desire to continue working together. This work demonstrates that "experimental spaces," particularly those that integrate methods of encouraging perspective-taking, can be a powerful means of improving communication in virtual teams.
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Wattanatinnachot, Khemmanit. "Team Members’ Perspectives on Factors Affecting Virtual Team Working in Information Technology Consulting Firms." Asia Social Issues 15, no. 3 (December 16, 2021): 251656. http://dx.doi.org/10.48048/asi.2022.251656.
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This study aims to explore team members’ perspectives on factors affecting virtual team working in information technology consulting firms. Using semi-structured interviews with 25 research participants, this research adopted 2 virtual teams in different contexts. One that had no face-to-face interaction whereas and the other one had the initial face-to-face meeting. The results showed that communication, trust, socialization, cultural diversity and leadership were factors affecting virtual team working for both teams. Communication was the main challenge due to different time zones but both teams overcame by organizing overlapping hours to have online synchronous meetings. The initial face-to-face meeting and open lines of communication developed affect-based trust among team members whereas cognition-based trust based on consistent work performance existed in virtual teams that lacked physical interaction. Conducting virtual bonding exercises occasionally is necessary for virtual team members in order to renew interpersonal ties among team members. In terms of culture diversity, team members from individualistic cultures favored direct communication whereas team members from collectivistic cultures soured out group-based information before reaching unanimous decisions. In terms of leadership, managers of both virtual teams ensured that work progress was on schedule and maintaining positive leadership attitudes is the key to lead virtual teams.
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Ünal, Buket Celik. "Influencing Factors of Team Effectiveness in Global Virtual Teams." International Journal of Interactive Communication Systems and Technologies 12, no. 1 (March 24, 2023): 1–17. http://dx.doi.org/10.4018/ijicst.320522.
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Virtual teams are gaining importance because they have given organisations and employees the ability to work from anywhere in the world without relocating them. The ability to work remotely and collaborate virtually has allowed organisations to expand their reach and tap into a global talent pool. Additionally, COVID-19 has resulted in seeking alternative work arrangements, including the information technology (IT) industry. However, virtual teams also have challenges that can affect team efficiency and effectiveness. Factors such as knowledge sharing, trust, language and cultural differences, distance, and time zone differences can all impact virtual team performance. This research describes several important factors that affect global virtual team efficiency, especially in IT projects, and underlying solutions are addressed to reduce the barriers. By understanding the challenges and implementing effective solutions, organisations can leverage the benefits of virtual teams.
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Caballer, Amparo, Francisco Gracia, and José‐María Peiró. "Affective responses to work process and outcomes in virtual teams." Journal of Managerial Psychology 20, no. 3/4 (April 2005): 245–60. http://dx.doi.org/10.1108/02683940510589037.
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Panteli, Niki, Zeynep Y. Yalabik, and Andriana Rapti. "Fostering work engagement in geographically-dispersed and asynchronous virtual teams." Information Technology & People 32, no. 1 (February 4, 2019): 2–17. http://dx.doi.org/10.1108/itp-04-2017-0133.
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Purpose The purpose of this paper is to explore the factors that enable work engagement to develop when asynchronous communication is used in virtual team (VT) projects. Design/methodology/approach Using a qualitative approach, a longitudinal study of an eight-month long VT project was carried out. Data collected included an extensive e-mail archive, project documentation, observation of team meetings and interviews with project members and leaders. Findings The findings show that VT leaders can actively promote work engagement through the effective use of resources along with appropriate practices that foster its development. They can also sustain and nourish work engagement throughout the different phases of the VT lifecycle project. Research limitations/implications The study has examined work engagement in asynchronous mediated settings. Future work should involve studying the effect of synchronous communications on work engagement within VTs. Practical implications Organizations that are interested in promoting effective virtual work practices need to train VT managers on how to keep VT members engaged throughout the various phases of the VT project. Social implications It is posited that developing work engagement is not a one-off practice, but instead, requires ongoing effort that should be evident and supported across the different phases of the VT lifecycle. Originality/value This paper forwards an important debate on work engagement in alternative, non-permanent, work settings.
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Žavbi, Roman, and Jože Tavčar. "Preparing undergraduate students for work in virtual product development teams." Computers & Education 44, no. 4 (May 2005): 357–76. http://dx.doi.org/10.1016/j.compedu.2004.02.007.
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Piccoli, Gabriele, Anne Powell, and Blake Ives. "Virtual teams: team control structure, work processes, and team effectiveness." Information Technology & People 17, no. 4 (December 2004): 359–79. http://dx.doi.org/10.1108/09593840410570258.
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Grosse, Christine Uber. "Managing Communication within Virtual Intercultural Teams." Business Communication Quarterly 65, no. 4 (December 2002): 22–38. http://dx.doi.org/10.1177/108056990206500404.
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As global companies increasingly rely on virtual teams to conduct short- and long- term projects, business students need to be prepared to manage the communication of intercultural teams. Communicating across cultures using technology can be a difficult task. It requires understanding the advantages and limitations of technol ogy and how to build relationships via technology. Virtual team members need to choose an appropriate communication channel for their purposes and be sure to balance distance work with face-to-face communication. Team leaders should encourage open communication and brainstorming, and avoid assignment of blame. Other strategies for success include: 1) develop a network of good relation ships built on trust and understanding, 2) show respect for other cultures and lan guages, and 3) understand how diversity strengthens the team.
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Staribratov, Ivaylo. "МАNAGEMENT OF VIRTUAL TEAMS IN EDUCATION." Education and Technologies Journal 12, no. 1 (August 1, 2021): 256–60. http://dx.doi.org/10.26883/2010.211.3275.
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The pandemic situation with Covid-19 posed more and more the need of virtual management in business. This is even more necessary in education. In the present article we share our almost ten years of experience in virtual management of teams. In addition to the traditional education we applied a dynamic record system along with other digital applications in the development of curricula and national exams. We also analyzed student‘s attitude to work in such a virtual environment. We also share our experience in the management of the national program IT career training a virtual team for the development of programs in the field of computer science and last but not least our management of a team of the national commission for Olympiads and mathematics. This article makes an analysis and conclusions for successful practices as well as conditions for building a successful virtual team.
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Großer, Birgit, and Ulrike Baumöl. "Virtual teamwork in the context of technological and cultural transformation." International Journal of Information Systems and Project Management 5, no. 4 (January 31, 2022): 21–35. http://dx.doi.org/10.12821/ijispm050402.
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Megatrends affect all individuals and organizations in our society. Mobility and flexibility are examples of megatrends that influence our everyday lives and also intensely alter the ways we work. The deployment of virtual teams meets the new chances emerging with these trends. Employees aspire to work virtually due to benefits, such as flexibility regarding the locations and hours for working. Organizations deploy virtual teams to remain competitive regarding new technological opportunities, employee retention and cost efficiency in an increasingly digital environment. Organizations can guide their change towards virtuality by building on the knowledge of practice as well as scientific insights regarding the deployment of virtual teams. In order to provide a holistic view on the structures and processes affected by such a change and thus provide guidance, a framework for analyzing and planning organizational change is adapted to virtual teamwork and presented in this paper. The framework shows that the deployment of virtual teams affects the whole organization. This comprehensive view on the implementation of virtual teamwork allows an integration of virtual teams and focusses on their performance. The adapted framework furthermore provides links for further in-depth research in this field.
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Costa, Patrícia L., Lisa Handke, and Thomas A. O’Neill. "Are All Lockdown Teams Created Equally? Work Characteristics and Team Perceived Virtuality." Small Group Research 52, no. 5 (March 19, 2021): 600–628. http://dx.doi.org/10.1177/1046496421997897.
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Team virtuality has been mostly conceptualized as structural features, such as the percentage of time team members communicate via technology. However, the perception of distance and of information deficits (team perceived virtuality, TPV) may be an indispensable construct to understand virtual teams’ functioning. The lockdowns imposed on most countries due to COVID-19 created virtual teams with high degrees of structural virtuality. With structural virtuality held constant among teams, we explore configurations of work characteristics (autonomy, interdependence, and organizational support) that influence TPV. With a sample of 296 multinational workers, a Latent Profile Analysis identified four distinct profiles of those work characteristics. Those profiles related differently to TPV. Contrary to previous findings, interdependence seems to play an important role in these teams high in structural virtuality when their autonomy is also high, highlighting the pivotal role of frequent interaction among team members, under conditions of high structural virtuality.
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Schweitzer, Stefan, Matthias Gerbershagen, Frank Elberzhager, and Susanne Braun. "Concepts and Solutions of the Digital Teams Platform to Support Mobile Work and Virtual Teams." Procedia Computer Science 175 (2020): 56–63. http://dx.doi.org/10.1016/j.procs.2020.07.011.
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Schröder, Nora, Ann-Christin Kordsmeyer, Volker Harth, and Stefanie Mache. "Job-related demands and resources for employees working on virtual teams: A qualitative-study." Work 69, no. 3 (July 16, 2021): 871–84. http://dx.doi.org/10.3233/wor-213520.
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BACKGROUND: The increasing globalization and the advances in communication technology have expedited the formation of virtual teams. The geographical distribution of virtual team members entails significant changes in working conditions. There is limited knowledge about the demands and resources virtual team members experience and how these can affect their mental health. OBJECTIVE: The aim of this study is to identify work-related psychological demands and resources of virtual team members. METHODS: 14 semi-structured interviews with virtual team members were conducted. Study participants were recruited based on the gatekeeper principle and the snowball principle. The interviewees were asked about self-perceived job demands and resources of virtual teamwork. The interviews were analyzed according to Mayring’s structuring content analysis. RESULTS: Based on the qualitative analysis, the following job demands were explored among virtual team members: challenges due to permanent availability, technical conditions, and communication issues with other virtual team members. Job-related resources among virtual team members were also identified and are reflected in increased autonomy, flexibility and improved compatibility of private and professional working life. CONCLUSION: This study contributes to the understanding of the specific working conditions of virtual team members and identified job demands and resources of virtual teamwork. In addition, this study can be used as a basis for further quantitative investigations.
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Bhat, Swati Kaul, Neerja Pande, and Vandana Ahuja. "Factors Impacting Effectiveness in Virtual Teams." International Journal of Virtual Communities and Social Networking 6, no. 3 (July 2014): 42–52. http://dx.doi.org/10.4018/ijvcsn.2014070103.
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Advancement and progression are the key constituents of the success in global business. Virtual team and its members are now the virtue of the organizations that work across the countries. There is no doubt that virtual team's give a competitive advantage to the organization but simultaneously faces challenge in its working. Working in virtual team becomes complex as its members have language difficulties, time -and -distance challenges, absence of face-to-face contact, and cultural differences. The important factor that has been emerged and examined in the preceding studies which builds a virtual team is trust. Only depending on emails and telephones doesn't merely build the trust, especially when members are far apart and belong to totally different culture. Even though a large repository of literature is available on virtual teams and trust but still many of the questions are still left unanswered. The paper focus on identifying the factors those are important for the functioning of the virtual team. A set of 45 questions from the available literature were prepared and responses on likert scale are collected, analysed and summarized in the paper.
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VASHISTH, SONIKA. "How H R Practices can be optimized for effective management of remote and virtual team in IT industry." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 04 (May 1, 2024): 1–5. http://dx.doi.org/10.55041/ijsrem32612.
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exploring ways to enhance HR practices for the efficient administration of IT sector remote and virtual teams Analysing methods for efficient virtual team management, HR optimised the rise of remote work. Topics covered include technology developments, globalisation, shifting labour demographics, pandemics, and corporate cost savings as drivers of remote work's ascent. Issues with communication, trust-building, time zone differences, accountability, and productivity are some of the difficulties discussed in the article as they pertain to virtual team management and remote work. Future trends in remote work, including hybrid work models, the gig economy, and artificial intelligence, are also covered in the article. It also discusses methods for managing virtual teams effectively, ways to collaborate, and case studies of successful remote work implementation. In light of the fact that remote work is constantly changing the way organisations function, manage teams, and collaborate, the conclusion stresses the need of constant adaptation and learning. Key Words Remote IT team management: HR practices, challenges, strategies, future trends
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Depoo, Lucie, and Jaroslava Hyršlová. "Innovative Approaches to Management of Virtual Teams Leading to Reliability and Retention." Quality Innovation Prosperity 26, no. 3 (November 30, 2022): 37–52. http://dx.doi.org/10.12776/qip.v26i3.1734.
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Purpose: The paper focuses on identification of variables affecting management leading to reliability and retention of virtual teams. Methodology/Approach: The data were collected globally from 323 managers working with virtual teams; members were hired and worked fully virtually with team members from different countries and time zones. Respondents were from all continents. The data were evaluated by tested by reliability tests and two and multidimensional statistics (Spearman’s correlation, principal component and factor analysis). Findings: Empowerment and encouraging were proven as variables significantly affecting management of virtual teams’ reliability. Variables leading to employee retention are communication, performance appraisal, career plans, training and leadership/supervision to overcome barriers. Efficient management in virtual environment is significantly related to policies and career possibilities. Over 20% of managers are incompetent to work with virtual teams. The main threat leading to failure of virtual teams is burn out based on social distancing. Research Limitation/Implication: Limitation of the study is the first approach to the virtual teams’ management only focusing on ICT employees. The findings revealed significant relations leading to virtual operations impacting employees’ performance, reliability and retention. Originality/Value of paper: This paper provides an insight into the importance of innovative approach to virtual teams, as virtual employees may strive with low social contact and less support from organization.