Antecedents and consequences of identification with virtual teams: structural characteristics and justice concerns

The Journal of E-working 01/2007;
Source: DOAJ


This research examined the antecedents and consequences of identification with virtualteams. Specifically, we hypothesized that two structural characteristics (number of faceto-face meetings and task interdependence) and perceived quality of interaction(procedural and distributive justice) would be positively related to identification with thevirtual team. A further hypothesis was that team identification would have a positiverelationship to extra-role behaviors towards the virtual team. The results from our study,based on a sample of 102 employees of Finnish-based companies, gave partial support forthese hypotheses. We found that task interdependence and procedural justice werepositively related to team identification. Moreover, team identification mediated therelationship between task interdependence and extra-role behaviors and the relationshipbetween procedural justice and extra-role behaviors as we predicted. We discuss ourfindings in terms of research on virtual teams, social identity, and organizational justice.


Available from: Marko Hakonen
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    • "Procedural justice, in other words the perceived fairness and quality of decision-making procedures, has been shown to be closely linked to both constructs. Even though procedural fairness is understudied in VTs the recent study by Hakonen and Lipponen (2007) showed that fairness in decision-making is strongly linked to identification with VTs. In other work settings this link has been found to be rather robust (e.g., Blader & Tyler, 2005). "
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    ABSTRACT: The purpose of this study was to examine how trust between the team-members and identification with the team are related to the effectiveness of virtual teams. The literature suggests that both trust and identification are crucial for success of virtual teams but there is a lack of empirical studies to substantiate this assumption. We hypothesized that the identification-effectiveness link should be stronger under high-trust than under low-trust conditions, and that the relationship between trust and effectiveness should be stronger when team members identify strongly with the team. In our study based on a cross-sectional survey methodology and data aggregated to team level (N = 31), we found clear support for our hypotheses.
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