Figure 2 - uploaded by Clark Shah-Nelson
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Common Tools Used for Asynchronous Communications are Shown on the left, with Synchronous Tools on the Right, and Tools with Some Overlap in the Middle
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ABSTRACT
Purpose – Virtual Team (VT) productivity is affected by multiple factors, including knowledge sharing, communication and collaboration due to geographical or temporal dispersion. This review spans multiple VT contexts globally to determine the practices that contribute to productive VTs. The authors fill a research gap by exploring how, ac...
Contexts in source publication
Context 1
... a theoretical perspective, both MST and TTFT were cited to influence decision-making regarding the tools with an emphasis on choosing them based on the team's communication needs to have the best fit for the tasks at hand. See examples of these tools in Figure 2. Whether the goal of the communication was conveyance or convergence, the tool's choice was found to influence the success of VTs. ...
Context 2
... tools also give people more time to process and respond. is can lower barriers due to cultural or language differences for global teams (Gaan, 2012). Asynchronous use of technology tools can also help reduce stressful interruptions that can cause delays and loss of productivity and quality (Guzmán et al., 2010, p. 430). However, van der Meulen et al. (2019) pointed out that the use of asynchronous tools among teams with a great deal of temporal dispersion can harm knowledge awareness, and they recommended the synchronization of working times when possible. ...
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Purpose
This study aims to test the relationship between virtual knowledge sharing (VKS) and team effectiveness (TE) during the COVID-19 pandemic. The study also explores the moderating role of collaborative technologies.
Design/methodology/approach
This is a cross-sectional study conducted in the service sector of India. A purposive sample of 321...
Citations
... Additionally, acceptance of the robotic team member is highest when employees hold high expectations regarding the robot's role and have correspondingly positive experiences. Second, in terms of long-term team functioning, we find slightly different long-term teamwork patterns in HRTs to those observed in human-only teams (Shah-Nelson et al., 2020). Third, IT managers, placing intelligent robots into teams, learn that the initial performance decline is similar to human-only teams in their formative phases (Tuckman & Jensen, 1977). ...
... Similar to research on human-only teams (Bonebright, 2010), we uncover distinct patterns in HRTs with fluctuating phases of team performance. These patterns largely align with the phases observed in humanonly teams in prior research (Shah-Nelson et al., 2020;Tuckman & Jensen, 1977) which could be confirmed for the observed human-only team in our study. The initial stages mirror the phases of forming and storming, characterized by team conflict and relationship building. ...
... Subsequently, performance begins to ascend during the norming phase, driven by growing group cohesion, ultimately peaking during the performing phase as task-related collaboration intensifies. Lastly, the adjourning stage in human-only teams is marked by a dawning separation among group members, evident in a performance decline (Bonebright, 2010;Shah-Nelson et al., 2020;Tuckman & Jensen, 1977). In line with prior research, the human-only team exhibited similar patterns during initial phases with a performance decline in the final phase. ...
Robots hold vast potential for human-technology interaction and organizational performance. Yet, their acceptance and long-term value for organizations remains uncertain. Utilizing a mixed-method approach, we examine the acceptance and long-term team performance implications of a robot assistant in daily teamwork. Online study results with 1,083 participants show that android robots are preferred as team assistant over humanoid ones. Furthermore, equally high expectations and experiences regarding the robot's role lead to greater robot acceptance. A long-term field experiment with five teams over eight weeks yields insights "after the first glance" of human-technology interaction with robots: Mixed human-robot teams achieve higher overall customer ratings and differ from human-only teams mainly in the long-term. Specifically, these teams have lower performance drops in the late team development phase of "adjourning" than human-only teams. Our mixed-method approach, including a long-term perspective, adds to IS research on human-computer-interaction with robots as emerging technology in organizations.
... In this area, there is significant scope for setting work conditions that allow for a significant degree of self-actualization by its performers. Effectively setting this attribute based on the values and principles of organizational culture (Jankelová et al., 2017;Kohnová et al., 2020;Shah-Nelson et al. 2020) is critical for effective performance management (Kupec, 2018). Marginally related to the degree of autonomy are flexibility of the place (Wessels et al., 2019) and time (Davidescu et al., 2020;Wielers & van der Meer, 2021) of work performance, but these are also significantly influenced by the specific aspects of the particular jobs. ...
The objective of this research study is to identify the degree of implementation of innovations in the field of job digitalization and to identify whether jobs allow employees to maximum autonomy in the performance of their work. This study uses Computer Assisted Self Interviewing (CASI) to meet this objective and to test the hypotheses. Data distribution and collection were conducted throughout the year 2020; the research sample includes 841 companies from the EU 27 international environment. The holistic finding is that economic sector does not show significant differences in current levels of or expectations for innovations in the field of digitalization. This finding demonstrates that digitalization is a phenomenon that is not only linked to certain specific industries of the economy, but that affects the economy as a whole. The authors’ research demonstrates that EU 27 businesses, regardless of the sector in which they operate, are aware of the need to innovate in digitalization in order to remain competitive.
... The COVID-19 pandemic, the most severe global health crisis, affects all fields of economic and social life (Chakraborty and Maity 2020;Kalina 2020;Shah--Nelson et al. 2020). Slovakia was not prepared for the pandemic. ...
Citation: Hitka M., Lorincova S., Gejdos M., Lipoldova M. (2022): Employee motivation during the time of the crisis in agricultural and forestry organizations: Case study. Agric. Econ.-Czech. Abstract: The aim of the paper was to define the effect of the pandemic on employee motivation. Following the questionnaires , the level of motivation in agricultural and forestry organizations before the COVID-19 pandemic in the years 2018-2019 and after the crisis in the years 2020-2021 was defined. The hypotheses were tested using the variance analysis with interactions. The analysed field (financial, social, work, and career-related) was presented by the dependent variable. The categorical independent variables were used to describe the age, gender, and the time before or after the COVID-19 pandemic. A reduction in the level of the requirements in all areas of motivation in terms of age and gender is the result of the study. The needs and requirements of the employees of agricultural and forestry organizations are reduced. The order of importance of the groups stays almost the same. The finding that the impact of the COVID-19 pandemic has, besides others, effect on human resource management, especially on employee motivation, is considered the main contribution of the study. The results of the study result in enhancing the knowledge about economic development through human resource management at the time of the health crisis caused by the COVID-19 pandemic.
... Unter dem Begriff des virtuellen Teams wird in diesem Zusammenhang eine Gruppe von Personen verstanden, die über geografische, zeitliche und organisatorische Grenzen hinweg gemeinsam Aufgaben unter Nutzung von Informations-und Kommunikationstechnologien (IuK) löst (Piccoli et al. 2004;Zaglago et al. 2016). Da die zu bearbeitenden Problemstellungen in der Regel durch einen hohen Grad an Komplexität bestimmt sind, hängt der Erfolg virtueller Teams davon ab, ob es ihnen gelingt, das spezialisierte, verteilte Wissen ihrer Mitglieder zusammenzuführen (Fang 2017;Shah-Nelson et al. 2020). Die entscheidende Voraussetzung für diese Synthese ist ein erfolgreicher Aus-tausch innerhalb des Teams als Basis für Problemlösungen und Innovationen (Bagherzadeh et al. 2019;Li et al. 2021). ...
... Der Erfolg virtueller Teamarbeit hängt maßgeblich von der Befähigung der Teammitglieder ab, das vorhandene, zumeist verteilte, Fach-und Erfahrungswissen für gemeinsame Problemlösungen und Entscheidungsprozesse zu nutzen (Fang et al. 2014;Shah-Nelson et al. 2020;Singh 2020). Dabei bilden der kontinuierliche Austausch sowie die Integration heterogenen Wissens die Grundlage für kollektive und organisationale Lernprozesse und Innovationen (Arfi et al. 2020;Edmondson 2002;Yeo 2020). ...
... Die Relevanz von Wissensaustausch für die erfolgreiche Zusammenarbeit in virtuellen Teams wird sowohl in der Forschung (Fang et al. 2014) als auch in der organisationalen Praxis immer deutlicher hervorgehoben. Insbesondere die Frage, wie Wissensaustausch in virtuellen Teams gefördert werden kann, ist in den letzten Jahren in den Fokus gerückt (Shah-Nelson et al. 2020). Einen wesentlichen Beitrag zur Unterstützung der Wissensübertragung und -vernetzung in E-Learningformaten leistet die soziale Präsenz (Yilmaz 2017 Eine erste, übergreifende Analyse zeigt, dass in 92 der berichteten Situationen soziale Präsenz nachgewiesen werden konnte. ...
Zusammenfassung
Erfolgreicher Wissensaustausch ist ein zentraler Prozess für den Erfolg virtueller Teams. Damit gehen spezifische Herausforderungen einher. Die verwendete Informations- und Kommunikationstechnologien, die räumliche Trennung und der mangelnde persönliche Kontakt der Teammitglieder erschweren den Austausch von Wissen.
Die Forschung zu Einflussfaktoren auf Wissensaustausch in virtuellen Umgebungen fokussiert zumeist rein technische oder soziale Faktoren. Dagegen kaum beachtet ist die Rolle der sozialen Präsenz als interdisziplinäres Konstrukt. Soziale Präsenz meint das subjektive Erleben eines Zusammengehörigkeitsgefühls trotz physischer Distanz, das in der Interaktion zwischen den Nutzern und der vorhandenen Technologie entsteht.
Die vorliegende Studie untersuchte, inwieweit das Erleben sozialer Präsenz den Erfolg virtuellen Wissensaustausches beeinflusst. Basierend auf der Critical Incident Technique wurden 26 Interviews mit Mitgliedern virtueller Teams geführt. Die Teilnehmenden schilderten Situationen, in denen der virtuelle Wissensaustausch erfolgreich oder nicht erfolgreich war.
Die Auswertung zeigt, dass soziale Präsenz häufiger in erfolgreichen Situationen auftrat. Das weist darauf hin, dass deren Erleben wichtig für erfolgreichen Wissensaustausch ist.
Praktische Relevanz: Soziale Präsenz kann durch Medienreichhaltigkeit, Unterstützung sozialer Prozesse und Beziehungen in virtuellen Teams positiv beeinflusst werden. Aus den Ergebnissen lassen sich somit Implikationen für die Gestaltung, Moderation und Führung virtueller Zusammenarbeit ableiten.
This study examined the role of virtual teams on project management processes in the Nigerian fintech industry. To achieve this aim, the study sought to examine how communication technology utilisation, trust, and geographical distribution of team members affected the project management processes of virtual team members in the Nigerian fintech industry. Building upon the theoretical frameworks of social presence theory and transaction cost theory, the study adopted a quantitative approach and used a sample of 385 employees of fintech firms in Nigeria. Using an electronic close-ended questionnaire (Google forms), data were collected from 378 participants, indicating a response rate of 98.2%. Purposive sampling technique was used to select the study’s participants. Data were analysed using both descriptive (frequencies and percentages) and inferential statistics (multiple linear regression) via the aid of STATA 17. Findings from the study revealed that communication technology utilization (β = 0.3114694, p < 0.05) and geographical distribution of team members (β =0.7622249, p < 0.05) both had statistically significant effects on project management processes. Trust was found to have an insignificant effect on project management processes (β = -0.0085031, p > 0.798). The study concluded that virtual teams significantly and positively affects project management processes in the Nigerian fintech industry, and recommends that firms in the industry should continue with the use of virtual teams in their given projects. Also, the study recommends that policies regarding work in the virtual environment should be formalised so as to maximise the benefits associated with virtual work.
In the context of developments influenced by digitalization, as well as the crisis caused by the Covid-19 pandemic, and not most minor changes in employee demands on the working environment across all generations, new tools and concepts are being developed in the field of people management in order to sustain competitiveness. The main objective of the paper is to present results of research focused on a specific analysis of applying modern human resource management tools in entities operating in Slovakia with a focus on the maintenance and growth potential of their competitiveness in the European economic area. To meet this objective, particular data obtained through a questionnaire survey were statistically processed and 841 enterprises were contacted. Elements of playful principles (gamification), used in various human resource management tools, bring a positive effect both in saving resources and in qualitative outputs, which was the purpose of the research focus on identifying the existence of the so-called “aha effect”. Evaluations of formulated hypotheses as well as determination of whether there is a statistically significant dependence between the actual application in the enterprises and the degree of importance for their future in relation to individual tools and concepts in human resource management were carried out with the use of Spearman’s correlation test. The research results show that there is a strong positive and statistically significant dependence between the actual application of the analyzed tools and concepts in the enterprises and the perceived degree of their importance for the future competitiveness of the enterprises.
