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

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

ABSTRACT 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.

Download full-text


Available from: Marko Hakonen, Jul 04, 2015
  • Source
    [Show abstract] [Hide abstract]
    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.
  • Source
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: An innovation process model, which includes the tasks of engineering designers and managers, is presented based on evidence collected from research in an engineering design curriculum. This research shows that engineering designers develop innovative breakthroughs in an evolutionary manner through insights gained during experimentation, and that these insights cannot be predicted. However, managers, experts, or other reviewers often prevent experimentation for fear of resource waste and demand predictability. This leads to conflict and can preclude progress in the worst case. The proposed model shows how the two groups interact and succeed and recommendations are provided for engineering designers and mangers.
    12/2010: pages 19-43;