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Virtual teams in organizations
Abstract
Organizations continue to widely adopt virtual teams as a primary way to structure work and the recent growth in utilization has outstripped theory and research on virtual teams. The explosive growth in virtual team use by organizations and the inherent challenges of virtual teams highlight the need for theory and research to inform organizations in designing, structuring and managing virtual teams. Therefore, the purpose of this special issue is to (a) advance theory and research on virtual teams, (b) offer new directions for research on the topic, and (c) contribute to efforts to enhance the effectiveness of virtual teams in organizations. Toward this end, in this introduction we provide a brief overview of virtual teams and present an input-process-output framework to contextualize and organize the eight papers appearing in this special issue.
... E-leaders need to know how to use computers and digital media and demonstrate technological skills Van Wart et al., 2019) to manage information and coordinate their virtually connected groups. Mastering new and advanced technologies enables e-leaders to choose the most appropriate electronic tools for each work situation; build trust and relationships with dispersed team members -including those from different cultures -; and monitor team members' correct use of information and communication technology (ICT) (Euko & Cazarini, 2020;Dulebohn & Hoch, 2020;Malhotra et al., 2007). ...
... Among virtual leadership competencies, the ability to build team orientation (Maduka et al., 2018) and effective time management (Krumm et al., 2016) might influence the results. Virtual team leaders need additional communication skills to deal with the lack of face-to-face contact with team members, avoiding miscommunication and ensuring clarity and communication flow (Dulebohn & Hoch, 2020;Roman et al., 2019;Van Wart et al., 2019). Distant communication can be mainly work-oriented, with close activity tracking and monitoring of the work objectives (Ruiller et al., 2017). ...
... Firstly, the theoretical foundation emphasizing the importance of leaders in informing change aligns with the findings that managers felt capable of updating their teams about pandemic-related changes impacting their work (Mourão et al., 2021). This correspondence underscores the significance of effective communication in remote leadership, particularly during times of crisis (Chen et al., 2020;Dulebohn & Hoch, 2020;Euko & Cazarini, 2020;Malhotra et al., 2007). ...
This study developed and tested the validity of a scale that measures skills for managing work from home, such as: informing change, searching for information, establishing priorities, setting and adapting goals, assessing work outputs, distributing tasks, and offering feedback. Participants were 2,038 managers from three Brazilian public organizations. Exploratory, confirmatory, and multigroup factor analyses revealed an 8-item unidimensional structure, excellent reliability indices, and goodness of fit, besides invariance for gender and age groups. The short scale permits testing research models with multiple variables, comparative (voluntary vs. compulsory telework), and cross-cultural studies.
... Os e-líderes precisam saber como utilizar computadores e meios digitais e demonstrar habilidades tecnológicas Van Wart et al., 2019) para gerenciar a informação e coordenar seus grupos virtualmente conectados. Dominar novas e avançadas tecnologias é uma habilidade que permite aos e-líderes escolher as ferramentas eletrônicas mais adequadas para cada situação de trabalho, construir confiança e relacionamentos com os membros da equipe que estão dispersosincluindo aqueles de diferentes culturas -e monitorar seus liderados em relação ao uso apropriado das TICs (Euko & Cazarini, 2020;Dulebohn & Hoch, 2020;Malhotra et al., 2007). ...
... Entre as competências de liderança virtual, a capacidade de construir orientação de equipe (Maduka et al., 2018) e a gestão eficaz do tempo (Krumm et al., 2016) podem influenciar os resultados. Líderes de equipes virtuais precisam de habilidades adicionais de comunicação para lidar com a falta de contato presencial, evitando falhas e garantindo clareza e fluxo de comunicação (Dulebohn & Hoch, 2020;Roman et al., 2019;Van Wart et al., 2019). A comunicação à distância pode ser principalmente orientada para o trabalho, com acompanhamento próximo das atividades e monitoramento de seus objetivos (Ruiller et al., 2017). ...
... Em primeiro lugar, a fundamentação teórica que enfatiza a importância dos líderes na informação da mudança alinha-se com as conclusões de que os gestores se sentiam capazes de atualizar as suas equipes sobre as mudanças relacionadas com a pandemia que impactam o seu trabalho (Mourão et al., 2021). Essa correspondência enfatiza a importância da comunicação eficaz na liderança remota, em especial em tempos de crise (Chen et al., 2020;Euko & Cazarini, 2020;Dulebohn & Hoch, 2020;Malhotra et al., 2007). ...
Resumo Este estudo desenvolveu e testou a validade de uma escala que mede as habilidades para gerir o trabalho desde casa, como: relatar mudanças, buscar informações, definir prioridades, definir e adaptar metas, avaliar os resultados do trabalho, distribuir tarefas e fornecer feedback. Participaram 2.038 gestores de três organizações públicas brasileiras. As análises fatoriais exploratórias, confirmatórias e multigrupo revelaram uma estrutura unifatorial de oito itens, excelentes índices de confiabilidade e qualidade de ajuste, bem como invariância para gênero e faixas etárias. A escala curta permite testar modelos de pesquisa com múltiplas variáveis, estudos comparativos (teletrabalho voluntário versus compulsório) e estudos interculturais.
... The remarkable development of Information and Communications Technology (ICT), especially after the COVID-19 pandemic, changed the organizational design of many companies and fostered flexible work arrangements, such as virtual teams that are composed of geographically dispersed people who communicate through ICT tools (Abarca et al., 2020;Chamakiotis et al., 2021;Davidavi cien_ e et al., 2020). Virtual teams provide organizations with a competitive advantage since they permit the recruitment of the best talents regardless of their geographical location (Abarca et al., 2020;Davidavi cien_ e et al., 2020;Jimenez et al., 2017;Newman et al., 2020) increasing productivity by using different time zones to their advantage and reducing travel, relocation as well as real estate costs (Dulebohn and Hoch, 2017;Raghuram et al., 2019). Virtual work is also beneficial for ICT employees since they can work anywhere with access to the Internet, facilitating work-life balance, whereas virtual work intensity is not excessively high (Qiu and Dauth, 2022) and employees benefit from supervisor support (Shirmohammadi et al., 2022). ...
... Traditionally, virtual teams were defined as teams whose members were connected through a combination of information technologies in order to accomplish an organizational task contrasting with teams that worked in a face-to-face environment (Martins et al., 2004). Nowadays, the concept includes teams working in various spatial configurations and different time zones, sharing a common characteristicthe communication process between team members is virtual, mediated by ICT tools (Dulebohn and Hoch, 2017). Aburumman et al. (2020) define the concept of turnover intention as a conscious decision to quit current employer and look for alternative employment opportunities in other companies. ...
... The COVID-19 pandemic accelerated the exclusive use of virtual communication and virtual work which has since become the new normal (Greimel et al., 2023;Raghuram et al., 2019). Despite its benefits for both organizations and employees, virtual work presents new leadership challenges (Dulebohn and Hoch, 2017;Mayer et al., 2023;Vuchkovski et al., 2023), such as communication barriers, the need to build trust and maintain team cohesion, increased turnover rates (Garro- Abarca et al., 2021;Mak and Kozlowski, 2019) and reduced levels of employee engagement (Adisa et al., 2023). In this context, supervisors can play a major role by promoting virtual supportive behaviors that buffer the negative consequences of lack of face-to-face interactions and feelings of social isolation on turnover and work engagement (Zeuge et al., 2020). ...
Purpose
Virtual teams allow companies to recruit the best talents, regardless of their geographic location, which is particularly relevant in the Information and Communications Technology (ICT) sector given the high shortage of qualified human capital. However, the space and time flexibility of these professionals also present other challenges to Human Resource Management, such as work engagement and employee retention. This study aims to assess the extent to which supervisor support can influence work engagement and turnover intention in virtual teams.
Design/methodology/approach
We use a sample of 420 ICT Portuguese professionals who work in virtual teams to test a conceptual model with partial least squares (PLS).
Findings
The study results show that supervisor support decreases employee's intention to leave their job. We also found that work engagement mediates the relationship between supervisor support and work engagement. Results show that older employees present higher levels of work engagement and employees with longer tenure perceive less supervisor support.
Originality/value
This study contributes to elucidate the role played by supervisors in influencing employee engagement and retention in virtual work environments.
... Despite this, the way these virtual teams work may not be perceived as equivalent to the face-to-face context (Gilson et al., 2021). The creation and management of effective virtual teams involves a particular set of challenges inherent to the team and derived from their use (Chai and Park, 2022;Dulebohn and Hoch, 2017;Feitosa and Salas, 2021;Morrison-Smith and Ruiz, 2020;Nemiro, 2023). ...
... Despite this, the way these virtual teams work may not be perceived as equivalent to the face-to-face context (Gilson et al., 2021). The creation and management of effective virtual teams involves a particular set of challenges inherent to the team and derived from their use (Chai and Park, 2022;Dulebohn and Hoch, 2017;Feitosa and Salas, 2021;Morrison-Smith and Ruiz, 2020;Nemiro, 2023). ...
... Common organizational interventions for loneliness focus on improving communication and actively promoting virtual presence, especially in fully virtual teams, for example through informal social meetings using technological means. One organizational practice will be to create virtual spaces for interaction (Feitosa and Salas, 2021). It has also been suggested to have team members establish their online presence through status updates, profile photos of themselves and descriptions of their profiles (self-disclosures) so that colleagues can make a mental composition of that person (Batenburg and Bartels, 2017;Chiu and Staples, 2013). ...
... One approach that can be usefully applied in the study of clinician experiences of compassion in healthcare is the Input-Process-Output (IPO) framework, a theoretical approach to deconstructing team functioning and systems analysis [40]. In the IPO framework, inputs include elements such as team composition , resources available to the team, and the organizational context in which the team operates [41]. Processes refer to interactions among team members, such as coordination of work, conflict management and communication behaviors [40][41][42]. ...
... In the IPO framework, inputs include elements such as team composition , resources available to the team, and the organizational context in which the team operates [41]. Processes refer to interactions among team members, such as coordination of work, conflict management and communication behaviors [40][41][42]. Outputs include group performance such as productivity metrics and member experiences, such as professional satisfaction [40,41]. A consideration of each of these components-inputs, processes and outputs or outcomes-allows a deconstruction of different aspects of the healthcare context and clinician experiences that may predict, interrelate with, or be predicted by experiences of suffering and compassion in clinicians. ...
... Processes refer to interactions among team members, such as coordination of work, conflict management and communication behaviors [40][41][42]. Outputs include group performance such as productivity metrics and member experiences, such as professional satisfaction [40,41]. A consideration of each of these components-inputs, processes and outputs or outcomes-allows a deconstruction of different aspects of the healthcare context and clinician experiences that may predict, interrelate with, or be predicted by experiences of suffering and compassion in clinicians. ...
... In the literature, terms such as distributed, computer-mediated, transnational or remote teams are also used to describe VTs (Jacques et al., 2020;Jarrett et al., 2016;Lagerström & Andersson, 2003;Silva & Merino, 2017). When it comes to VTs, scholars often refer to aspects of dispersion and the use of digital media (Dulebohn & Hoch, 2017;Gibson & Gibbs, 2006;O'Leary & Cummings, 2007). The phrase dispersion refers to a geographical, temporal, and structural spreading (O'Leary & Cummings, 2007). ...
... The input-process-outcome (IPO) model provides a theoretically based framework for decomposing VTW into its essential components (Dulebohn & Hoch, 2017). The basic framework of the model is derived from the empirically tested model of McGrath (1964). ...
... In 2017, Dulebohn and Hoch modified the original model by integrating eight independent, empirical study results that adopt different perspectives regarding the effectiveness of VT. In addition, they incorporated a feedback loop into the model based on Ilgen et al. (2005), as a complex system like a VT can have more than a single cycle (Dulebohn & Hoch, 2017). The intention of the IPO model is to provide a theoretical framework that can be used to identify and categorize selected success factors of VTW and to systematically represent their interconnections and relations (Dulebohn & Hoch, 2017). ...
Purpose: The digital transformation and the increased use of technologies have changed the world of work severely. With it, collaboration and cooperation methods among employees. Therefore, new ways of working together must be applied to work in an international and digital working environment. For Vocational Education and Training (VET), developing new (transversal) competencies to engage in virtual teamwork is necessary to adequately prepare young professionals for the present and future labor market. However, there is little research on the current situation in VET regarding virtual teamwork. Approach: We deployed a cross-sectional design and collected data from N = 181 commercial apprentices in Germany regarding virtual teamwork. We analyze our data using Partial Least Squares Structural Equation Modeling (PLS-SEM) to examine the interrelationships between input, process, and outcome variables to foster satisfaction and innovative learning in virtual teams as desired targets of VET. To assess these results regarding virtuality, the complexity of tasks, gender of the apprentices, and the size of the training firms, we derived a multigroup analysis (MGA) of our model. Findings: The results indicate that organizational factors have the most significant influence concerning the relationship between input and process factors. Surprisingly, the technical affinity of individuals has only a minor effect. Regarding the relationship between process and outcome factors, motivation and responsibility have the highest impact on innovative learning, whilst communication culture severely affects the perceived satisfaction in virtual teamwork. Conclusion: The findings lead to valuable insights on factors influencing virtual teamwork in VET and can help to design learning programs to prepare young professionals to smoothly transition to and successfully master their future working environments by using new ways of collaboration and cooperation. This is particularly relevant for VET, as prior research has focused primarily on primary and secondary education. Lastly, we identify potential scales and items that help capture some of the inherent constructs of virtual teamwork.
... La perspective managériale a été abordé par d'autre auteurs (Cortellazzo et al., 2019;Eisenberg et al., 2019;Eseryel et al., 2020;Kohntopp & McCann, 2020;Liao, 2017;Lin et al., 2019;Nordbäck & Espinosa, 2019;Northouse, 2019). Finalement, la plupart des auteurs ayant adopté une approche qui intègre plusieurs domaines ont proposés des modèles de type IPO, ce qui ne permet pas d'identifier des relations claires entre les différents facteurs (Alaiad et al., 2019;Demirel, 2020;Dulebohn & Hoch, 2017;Hacker et al., 2019;Liao, 2017;Marlow et al., 2017;Opdenakker & Cuypers, 2019;Sénquiz-Díaz et al., 2019). ...
... Principales limitations (Alaiad et al., 2019;Dulebohn and Hoch, 2017;Hacker et al., 2019;Liao, 2017;Marlow et al., 2017;Opdenakker and La section suivante présente une synthèse de la modélisation de la performance des équipes virtuelles. ...
Virtual teams are groups of people who work interdependently towards a common goal across geographical, temporal and organizational boundaries, using technology to communicate and collaborate. Several models have attempted to identify factors impacting performance of the virtual collaboration. In a previous work, authors have proposed and validated an integrative model to explain the performance in virtual teams. Based upon this theoretical foundation, this work aims the development of in international framework of virtual team management named VTPerF.
As a practical guide VTPerF provides professionals with mechanisms and management actions to take benefit from the advantages of virtual collaboration and overcome its setbacks.
VTPerF consists of 7 principles and 7 processes. Principles guide attitudes and behavior within virtual teams. Processes describe a set of management actions to be carried in to achieve the best functioning of the virtual team.
This work allowed the enrichment of the understanding of virtual collaboration and also provided a framework for thinking about them, which is easy to put in place to ensure the best performance in virtual teams. VTPerF can be tested either through case studies or through evaluation with subject matter experts.
... Over 75 papers were retrieved and reviewed. Many of the retrieved papers focus on specific aspects of team or group research, such as teamwork, team composition and different factors contributing to the performance of teams [26][27][28], virtuality, processes or the input-process-output model [23,[29][30][31][32] or different conceptual themes for future research [20,22]. Some of these papers have a specific focus on one of the workgroup types, e.g. they examine different sub-types of teams, and do not (or only implicitly) draw a comparison between different types of workgroups [33]. ...
... One aspect that is not addressed specifically in the analysed papers, but appears in research papers focusing on virtuality, is the distribution of the members indicating that this is an important factor among others when looking at differentiating between virtual, online or hybrid workgroups [22,31,42]. ...
Effective design of digital workplaces depends, among other factors, on the nature of the workgroup involved. Therefore, gaining a deeper understanding of workgroups helps in identifying the different requirements they have regarding their workspaces. In this paper, we present the findings of a study to identify key dimensions used to describe and characterise workgroups and examine their implications for workspace design. Through a thematic analysis of the academic and practitioner literatures on workgroups and using qualitative data coding methods, we identified two broad categories and ten distinct dimensions: structural and organisational (size, longevity, accountability, purpose, membership, leadership and formality) and work types and working style (work product and outcomes, interdependency, activities and meeting culture). Based on these findings, we identified three cross-cutting themes regarding the implications for the design of digital workspaces for organisational workgroups: Workspace Assembly and Tool Affordances, Information Design and Content and Coordination and Awareness Mechanisms.
... I benefici sono legati alla riduzione di alcuni costi operativi (ad es. l'affitto di immobili), all'aumento della produttività grazie a una maggiore flessibilità e reattività, alla possibilità di riunire talenti, qualifiche e competenze, all'opportunità di accesso ai mercati globali ed ai benefici per l'ambiente (Cascio, 2000;Dulebohn & Hoch, 2017;Martins et al., 2004). ...
... Tuttavia, la letteratura ha anche identificato una serie di insidie o potenziali problemi associati ai team virtuali. Si tratta di questioni di carattere culturale quali la perdita di autorità manageriale, i costi di installazione e manutenzione del lavoro in remoto, la perdita di efficienza in termini di utilizzo dei beni comuni, la sensazione di isolamento, la mancanza di fiducia e la scarsa comunicazione (Cascio, 2000;Dulebohn & Hoch, 2017;Martins et al., 2004;Piccoli et al., 2004). ...
... 2.2 Theoretical model of collaborative learning: an input-process-outcome-model Learning in the Classroom Framework (ICLC; Kaendler et al., 2015) and Input-Process-Outcome-Frameworks, which are established and empirically validated in team effectiveness research in work and organizational psychology (e.g., Dulebohn and Hoch, 2017). While Kaendler et al. (2015) focused on the teacher level, our study addressed the student level. ...
Collaborative online learning became a necessity for universities during the COVID-19 pandemic. Even though it is known from research that online collaboration is an effective way of learning, digital interaction can be challenging for learners. Group members have to create a high-quality interaction to ensure the success of the collaborative learning process. Based on a theoretical model of collaborative learning, high-quality interaction can be determined with regard to cognitive group activities (prior knowledge activation, transactivity), meta-cognitive group activities (organization of the work process), and relational group activities (group climate, participation and task-related communication). Our study aims to examine how students manage a self-directed collaborative learning setting, how they perceive the process quality of digital interaction and how the interaction quality is related to self-reported outcomes (learning gain and satisfaction). We use a newly developed questionnaire to assess the quality of digital interaction in terms of the aforementioned dimensions. Furthermore, we focus on associations with the beliefs about web-based learning and the ability of perspective-taking at the individual level as well as the sense of community at the group level. We conducted a quantitative study within online university courses that were implemented asynchronously due to the COVID-19 pandemic. N = 298 undergraduate students in teacher education rated the quality of a digital collaborative learning settings (response rate of 72%). The students worked on collaborative tasks autonomously without any guidance from the teacher. We find differences between (meta-)cognitive and relational factors of interaction quality, and differences in the strength of the associations with outcomes and individual and group-related factors. Our study provides insights into students´ collaborative online learning and examines the relationships between different dimensions of group interaction quality and the input and outcome variables. Limitations and areas for further research are discussed.
... Definitions of the key terms are as follows: Definitions of a virtual team-A virtual team can be regarded as a group of individuals or stakeholders who are working together from various locations as mentioned earlier. The members of the virtual team are mainly located in various geographical locations (Dulebohn and Hoch, 2017). Workers can manage their personal lives and work more flexibly, and they have proper opportunities to interact with each other. ...
India's Information Technology (IT) industry has become a global leader due to a combination of factors such as skilled labour, advanced technology, and a business-friendly environment. The emergence of virtual teams has significantly changed the paradigm of work dynamics in recent years. The benefits of virtual teams for increasing the productivity, creativity, and competitiveness of India's IT industry are examined in this abstract. The use of communication technologies by geographically separated members to collaborate in virtual teams has become essential to the operations of IT companies in India. Through the use of virtual collaboration platforms and tools, these teams are able to work across geographic boundaries, giving businesses access to a wide range of talent regardless of their actual location. The seamless integration of knowledge from different regions has been made possible by the globalization of talent, which has encouraged innovation and creativity within Indian IT firms.
... The evolution of remote project management has been notably influenced by technological advancements and the increasing globalization of workforces. A pivotal study by Dulebohn and Hoch (2017) examined the impact of virtual team dynamics on project outcomes. Conducted in the United States, this study aimed to identify the factors contributing to the success of virtual teams. ...
The study investigates the challenges and solutions in managing remote global teams effectively, focusing on communication, cohesion, and productivity across different time zones and cultural backgrounds. Using a qualitative approach, data were collected through semi-structured interviews and surveys with project managers experienced in remote management. Statistical analyses, including chi-square and regression, confirmed that communication barriers, time zone conflicts, and technology reliability significantly impact team dynamics and outcomes. Key findings indicate that while asynchronous tools like Slack and Zoom improve connectivity, they require regular engagement to prevent isolation, a challenge for 71% of surveyed remote workers. Regression results (p < 0.05) support the recommendation to invest in robust communication tools, implement trust-building practices, and adopt flexible performance metrics tailored to remote settings. In conclusion, effective leadership strategies tailored to remote environments enhance team productivity, trust, and cohesion.
... Mimo że znaczna część pracowników wróciła do pracy w trybie stacjonarnym, to część praktycznych rozwiązań pracy zdanej nadal jest stosowana. Szacuje się, że w zespołach wirtualnych lub częściowo wirtualnych pracuje od 40% (Dulebohn i Hoch, 2017) do 85% pracowników (Hacker i in., 2019). Wskazuje to, że praca w zespołach wirtualnych staje się dominującą strukturą we współczesnym środowisku biznesowym, oferując wiele korzyści, takich jak np. ...
Cel: Ustalenie związku pomiędzy badanymi zmiennymi, na podstawie których możliwa była ocena znaczenia przywództwa duchowego dla zespołu wirtualnego oraz walidacja tego modelu. W wielu dotychczas przeprowadzonych badaniach wskazano na możliwość zastosowania modelu przywództwa duchowego do określenia indywidualnych i organizacyjnych wyników. Brakuje natomiast badań w tym zakresie dotyczących zespołów wirtualnych, które w ostatnim czasie stały się podstawową jednostką organizacyjną. Metodyka badań: Przeprowadzono badania ankietowe wśród 602 członków zespołów wirtualnych. W ramach testowania narzędzia badawczego zastosowano konfirmacyjną analizę czynnikową oraz modelowanie równań strukturalnych w celu określenia trafności i rzetelności zaproponowanego kwestionariusza. Wyniki badań: Wyniki badań wskazują na dobre dopasowanie modelu teoretycznego oraz pośredni wpływ przywództwa duchowego na efektywność zespołu wirtualnego poprzez wzmacnianie poczucia znaczenia pracy i poczucia członkostwa. Wnioski: Zaproponowany model przywództwa duchowego i jego zmienne zostały pozytywnie zweryfikowane, co oznacza, że model może być stosowany do badania przywództwa w zespołach wirtualnych. Wkład w rozwój dyscypliny: W kontekście teoretycznym zidentyfikowano relacje występujące pomiędzy zmiennymi i dokonano oceny znaczenia przywództwa duchowego dla wirtualnej pracy zespołowej. W kontekście empirycznym przeprowadzono badania, na podstawie których zweryfikowano przydatność modelu przywództwa duchowego, a tym samym zaproponowano konkretne narzędzie do oceny przywództwa duchowego w zespołach wirtualnych.
... Most models of virtual team functioning consider technology as an input factor interacting with factors such as task design to shape further team processes, emergent states, and more distal outcomes (e.g., Dulebohn & Hoch, 2017;Martins et al., 2004). Central to the assumed impact of (communication) technology is the degree of informational value (i.e., type and number of cues it is able to transport), synchronicity (i.e., whether information is exchanged in real time or not), as well as the extent to which team members rely on them (e.g., Gibson & Gibbs, 2006;Kirkman & Mathieu, 2005). ...
Hybrid teamwork, which describes any combination of one’s work time spent across organizational and other (typically domestic) work settings, has become a critical aspect of modern work environments. However, despite the rising prevalence and technological support for hybrid teamwork, there is limited understanding of its impact at the team level. Although we still lack research that addresses the dynamic geographic configurations inherent to hybrid teamwork, we believe that much of the extant literature on virtual teamwork can inform our understanding and guide future research. Accordingly, this paper aims to advance knowledge on hybrid teamwork by defining its unique characteristics and critically reviewing three broad classes of theory from the virtual teams literature and their implications for understanding hybrid teamwork. Based on both contributions and limitations of these three theory classes, we conclude this paper by mapping out pressing questions to guide future research.
... The defining feature of hybrid teams lies in their members' ability to operate from diverse locations with varying degrees of virtuality (Foster et al., 2015). Virtuality encompasses the extent of technology dependence and geographic dispersion within a work team (Dulebohn & Hoch, 2017;Gibbs et al., 2017). This means that hybrid teams can range from having some members physically co-located in a central office while others work remotely to entirely distributed teams where all members operate from different locations using virtual communication technologies. ...
Aim/Purpose: The rise of virtual communication technologies and hybrid work contexts has brought significant changes to leadership dynamics, highlighting the need for effective management of teams operating in both face-to-face and virtual settings, known as hybrid teams.
Background: This systematic review examines leadership models utilized in face-to-face and virtual teams, factors contributing to leadership emergence in these contexts, and effective strategies for leading hybrid teams.
Methodology: In this study, three scientific databases were searched, resulting in the retrieval of 1,707 studies. These studies were then subjected to a review process following the PRISMA guidelines, ultimately leading to the inclusion of 15 research
contributions in the final review.
Findings: The findings emphasize three prominent leadership models – transformational leadership, leader-member exchange (LMX), and shared leadership – all of which play crucial roles in hybrid team settings. Personality factors drive leadership emergence in face-to-face settings, while virtual settings benefit more from task-related behaviors.
Recommendations for Practitioners: Given the results, key strategies for practitioners include the development of
strong communication skills, providing constructive feedback, and implementing efficient remote management techniques.
Recommendations for Researchers: This review informs researchers seeking to enhance leadership efficacy in modern group settings, aiding leaders in navigating the complexities of hybrid team environments.
... Abb. 1), das zum einen auf den Implementing Collaborative Learning in the Classroom Framework zurückgreift (Kaendler et al., 2015, die den Prozess auf der Ebene der Lehrpersonen ausdifferenzieren), und zum anderen auf Input-Prozess-Outcome-Modelle Bezug nimmt, die in der arbeits-und organisationspsychologischen Teameffektivitätsforschung etabliert und empirisch geprüft sind (Dulebohn & Hoch, 2017). ...
Zusammenfassung: Im vorliegenden Beitrag wird ein standardisierter Fragebogen zur Erfassung kooperativer Lernprozesse in (Hoch-)Schulen präsentiert, der unter Bezugnahme auf bisherige Erkenntnisse gruppenbezogene Lernprozesse in der Selbsteinschätzung von Lernern multidimensional abbildet. Die Prozesse wurden im Hinblick auf kognitive, metakognitive und sozial-relationale Gruppenaktivitäten erfasst. Nach Pilotierungsstudien wurde der Fragebogen mit insgesamt 30 Items im Rahmen eines kooperativen Lernsettings in Universitätsseminaren eingesetzt. Die durchgeführte kooperative Lernphase wurde von den Studenten ( N = 333 in 114 Gruppen) entlang der genannten Dimensionen bewertet. Darüber hinaus wurden der Lerngewinn und die Zufriedenheit sowie die Fähigkeit zur Perspektivenübernahme in der Selbsteinschätzung erfasst. Die Ergebnisse der faktorenanalytischen Validierung zeigen, dass auf Individualebene zwischen den unterschiedlichen Dimensionen differenziert werden kann; auf Gruppenebene gelingt dies nur mit Einschränkungen. Dass Zusammenhänge mit der Perspektivenübernahme sowie dem Lernzuwachs und der Zufriedenheit aufgezeigt werden können, verweist auf die weitere Konstrukt- und Kriteriumsvalidität. Dennoch müssen bei der Interpretation einige Limitationen berücksichtigt werden.
... Teamwork provides a number of benefits from diversity of thought to knowledge sharing resulting in team level synergies that can lead to improvement in key team outcomes (Byron et al., 2023). Team collaboration facilitates more effective utilization of members' skills and expertise, resulting in improved operations and outcomes (Dulebohn & Hoch, 2017). A number of studies have examined factors that influence team performance, including job satisfaction and cohesion (Cohen & Bailey, 1997). ...
The widespread accessibility and diverse capabilities of Generative AI offer workers a versatile set of tools producing new contents and thus able to to enhance their job in various ways by. A promising area of application of Generative AI is job crafting, a grassroots problem-solving approach where an individual redesigns their work to improve their own job conditions. Given that organizations heavily rely on teams to structure work, it is crucial to explore the impact of Generative AI not only on individual job crafting practices but also on those at the team-level. the empirical domani of this research is a manufacturing company which is evaluation the adoption of Generative AI within two teams of highly skilled workers who are used to individual job crafting practices. Our mixed method study we were able allowed to examine the implications of the recent advancements in human-AI collaborative technology and the implications of Generative AI for responsible job crafting.
... Traditional teamwork models also apply to virtual teams. The IPO model, used in virtual team research, focuses on team dynamics and effectiveness in digital settings [25,26]. The Virtual Team Maturity Model (VTMM) assesses virtual team progression through different maturity levels, identifying key competencies at each stage [27]. ...
This study investigates the impact of real-time emotional feedback on the quality of teamwork conducted over videoconferencing. We developed a framework that provides real-time feedback through a virtual mirror based on facial and voice emotion recognition. In an experiment with 28 teams (84 participants), teams collaborated over Zoom (version 5.16.6) to set up a virtual Mars station using custom simulation software (Mars Star City, version 4.0). Participants were divided into 14 experimental teams, which were shown the virtual mirror, and 14 control teams without it. Team performance was measured by the improvement in the Mars simulation output quality. Our analysis using correlation, multi-level regression, and machine learning revealed that fewer interruptions but an increasing number over time correlated with higher performance. Higher vocal arousal and happiness also enhanced performance. We confirmed that female presence in teams boosts performance. SHAP values indicated that high variability in happiness, head movement, and positive facial valence—an “emotional rollercoaster”—positively predicted team performance. The experimental group outperformed the control group, suggesting that virtual mirroring improves virtual teamwork and that interrupting each other more while speaking less, leads to better results.
... Teamwork in modern organizations is unequivocally shaped by the use of virtual tools and by work arrangements that do not require (permanent) physical presence from their employees. This includes employees working from home, teams maximizing expertise by including professionals from different locations, or organizations enabling 24/7 productivity by using different time zones to their advantage (e.g., Dulebohn & Hoch, 2017;Raghuram et al., 2019). ...
With the strong proliferation of virtual teams across various organizations and contexts, understanding how virtuality affects teamwork has become fundamental to team and organizational effectiveness. However, current conceptualizations of virtuality rely almost exclusively on more or less fixed, structural features, such as the degree of technology reliance. In this paper, we take a socio-constructivist perspective on team virtuality, focusing on individuals’ experience of team virtuality, which may vary across teams and time points with similar structural features. More specifically, we develop and validate a scale that captures the construct of Team Perceived Virtuality (Handke et al., 2021). Following a description of item development and content validity, we present the results of four different studies that demonstrate the construct’s structural, discriminant, and criterion validity with an overall number of 2,294 teams. The final instrument comprises 10 items that measure the two dimensions of Team Perceived Virtuality (collectively-experienced distance and collectively-experienced information deficits) with five items each. This final scale showed a very good fit to a two-dimensional structure both at individual and team levels and adequate psychometric properties including aggregation indices. We further provide evidence for conceptual and empirical distinctiveness of the two TPV dimensions based on related team constructs, and for criterion validity, showing the expected significant relationships with leader-rated interaction quality and team performance. Lastly, we generalize results from student project teams to an organizational team sample. Accordingly, this scale can enhance both research and practice as a validated instrument to address how team virtuality is experienced.
... Обеспечение эффективной коммуникации и сотрудничества. В гибридных командах важно наладить четкие каналы коммуникации и обеспечить регулярное взаимодействие между удаленными и офисными сотрудниками [19]. Это может потребовать использования специальных инструментов и платформ, а также разработки правил и протоколов для виртуальных встреч и совместной работы. ...
... Traditional teamwork models also apply to virtual teams. The IPO model, used in virtual team research, focuses on team dynamics and effectiveness in digital settings [24,25]. The Virtual Team Maturity Model (VTMM) assesses virtual team progression through different maturity levels, identifying key competencies at each stage [26]. ...
This study investigates the impact of real-time emotional feedback on the quality of teamwork conducted over videoconferencing. We developed a framework that provides real-time feedback through a virtual mirror based on facial and voice emotion recognition. In an experiment with 28 teams (84 participants), teams collaborated over Zoom to set up a virtual Mars station using custom simulation software. Participants were divided into 14 experimental teams which were shown the virtual mirror, and 14 control teams without it. Team performance was measured by the improvement in the Mars simulation output quality. Our analysis using correlation, multilevel regression, and machine learning revealed that fewer interruptions but an increasing number over time correlated with higher performance. Higher vocal arousal and happiness also enhanced performance. We confirmed that female presence in teams boosts performance. SHAP values indicated that high variability in happiness, head movement, and positive facial valence—an “emotional rollercoaster”—positively predicted team performance. The experimental group outperformed the control group, suggesting that virtual mirroring improves virtual teamwork and that interrupting each other more, while speaking less, leads to better results.
... Here, virtuality implies that the interaction between team members is not physical, but this extends beyond mere use of emails and other internal electronic communications that are typically adopted at the workplace (Abarca et al., 2021). Although a broad range of Review Copy -Not for Redistribution File Use Subject to Terms & Conditions of PDF License Agreement (PLA) companies relied on remote operations during the pandemic, in the conventional sense, virtual teams are formed based on project-based or functionbased short-or long-term requirements (Dulebohn and Hoch, 2017). This view is also compatible with the trend of globalization, which necessitates active collaboration and communication between organizations, project teams, and individuals to conduct a wide range of tasks that can be distributed across diverse locations . ...
... Here, virtuality implies that the interaction between team members is not physical, but this extends beyond mere use of emails and other internal electronic communications that are typically adopted at the workplace (Abarca et al., 2021). Although a broad range of Review Copy -Not for Redistribution File Use Subject to Terms & Conditions of PDF License Agreement (PLA) companies relied on remote operations during the pandemic, in the conventional sense, virtual teams are formed based on project-based or functionbased short-or long-term requirements (Dulebohn and Hoch, 2017). This view is also compatible with the trend of globalization, which necessitates active collaboration and communication between organizations, project teams, and individuals to conduct a wide range of tasks that can be distributed across diverse locations . ...
With recent developments in technology, the onset of the coronavirus pandemic coupled with the progression towards the fifth industrial revolution, teachers find themselves under immense pressure to meet global standards in the provision of using innovative teaching and learning methods. With the e-learning opportunities provided by emergent tools, traditional ways of learning have been enriched. The concept of the flipped classroom has emerged globally as an innovative learning model in the last decade and allows teachers the platform to transform current teaching approaches to enhance engaged learning. This is an original research work, which presents teachers’ perspectives of “flipped learning” as the key to the development of 21st-century skills and competences, considering the demands of the fourth industrial revolution from higher education institutions (HEIs). This chapter explores teachers’ perspectives and challenges of employing the flipped classroom approach for engaged learning in a semi-rural high school in Durban, South Africa. Primary data was collected qualitatively from two classes in a high school. The current situation at schools implies that learners are disengaged due to the way in which they are taught by their teachers. It is revealed that teachers still use the standardized method for teaching and learning; teachers continue to teach through the chalkboard- and textbook-only methods. The findings show that the pedagogy of flipping the classroom for engaged learning had a positive effect on both classes. In addition, the flipped classroom can act as a pedagogy for improving engaged learning. The results of this study have implications for learners, faculties, and HEIs.
... Unabhängig von ihrer Funktion der Infektionseindämmung im Kontext der Corona-Pandemie lässt sich der Zuwachs an virtueller Arbeit durch eine Reihe von Vorteilen für Organisationen und ihre Mitglieder begründen (Dulebohn & Hoch, 2017;Kauffeld et al., 2016;Thompson et al., 2022). So haben Organisationen einen entscheidenden Wettbewerbsvorteil, wenn sie auf Fachkräfte aus aller Welt zurückgreifen oder die Arbeit über unterschiedliche Zeitzonen hinweg so organisieren, dass sie rund um die Uhr produktiv sein können. ...
Zusammenfassung: Mit dem rasanten technologischen Fortschritt und der zunehmenden Globalisierung nimmt auch das Ausmaß virtueller Teamarbeit zu, d. h. von Teamarbeit, die unter Nutzung von Informations- und Kommunikationstechnologie (IKT) meist über verschiedene Standorte hinweg stattfindet. Die IKT-vermittelte Kommunikation sowie die räumliche Verteilung verändert jedoch maßgeblich die Interaktion im Team, sodass sich große Herausforderungen für die Zusammenarbeit ergeben. In diesem Beitrag geben wir daher einen Überblick über die bisherige Forschung zu virtueller Teamarbeit und erläutern dabei, wodurch sich virtuelle Teamarbeit auszeichnet, welche Effekte damit verbunden sind und wie sie sich aktiv gestalten lässt. Wir schließen den Beitrag mit einem Ausblick auf aktuelle Trends und zukünftige Entwicklungen in Forschung und Praxis virtueller Teamarbeit.
... Previous studies based on this classic mediating model have focused mainly on the influence of teams' structural characteristics (e.g. frequency of meetings and team composition) on team outcomes through cognitive or behavioral processes, such as exchanging information, learning, motivation and negotiation (Dulebohn and Hoch, 2017;Somech and Drach-Zahavy, 2007). ...
Purpose
Relying on the principles of the social exchange theory, the current study is aimed at investigating the impact of team-member exchange relationships (TMX) among school management team (SMT) members on school outcomes (organizational citizenship behavior [OCB], job satisfaction and innovation) via the mediating role of leader-member exchange (LMX) relationships between principals and SMTs.
Design/methodology/approach
Data were collected from multiple sources in 86 elementary and junior high schools to avoid one-source bias: 86 principals, 357 SMT members and 683 schoolteachers who were not members of the management teams.
Findings
The results revealed a positive relationship between TMX and teachers' job satisfaction and OCB, but no significant link between TMX and innovation. LMX partially mediated the relationship between TMX and OCB and between TMX and teachers' job satisfaction. Full mediation was found in TMX-innovation relationship.
Practical implications
The findings carry a message for school principals and policymakers regarding the importance of developing and maintaining high-quality horizontal and vertical exchange relationships among the SMT members for their positive influence on school outcomes.
Originality/value
To the best of the authors' knowledge, this is the first study to examine the link between TMX and LMX as a team phenomenon, and specifically in the educational setting. The finding that there is a positive link between the two constructs may imply that SMTs contribute to school success not only directly by exhibiting high-quality TMX but also indirectly through the high-quality LMX.
Although leadership is critical for overcoming the challenges of digital technologies (DTs), their mutual relationships remain poorly understood. By reviewing 257 peer-reviewed articles, this study builds on adaptive structuration theory (AST) and institutional logics to identify six different relationships among leadership, DTs, and institutional properties: 1) the influence of DTs on leadership displays; 2) the influence of leadership on DTs' design and appropriation; 3) the influence of institutional properties on leadership displays; 4) the impact of institutional properties on DT-related choices; 5) the role of leadership in transforming organizations and their institutional properties; and 6) the influence of DTs on institutional properties. This study demonstrates that AST and institutional logics can foster a comprehensive understanding of the broad and sometimes contradictory findings of research on leadership and DTs. We propose a conceptual model to guide future studies.
This mixed-methods study investigates English-medium oral online intercultural communication within the Irish-based international technology sector. The initial phase of the research consisted of a survey investigating participants’ ( N = 113) experiences of virtual communication. Following the survey, to linguistically investigate such interactions, the International Virtual Team Corpus (IVT Corpus) was created. This corpus consists of approximately 80,000 words of transcribed speech gathered from 30 web-based recordings of meetings, which include both Irish and international colleagues speaking in English. This paper reports on some of the relevant quantitative and qualitative survey results, uncovering both preconceptions and embodied experiences of international virtual meetings. Following this, it presents corpus-based results of significant frequent and keyword clusters that provide a window into the discourse patterns of international virtual team meetings in this sector. Some tentative implications and applications for work-based virtual communication are explored in the closing discussion.
This paper explores the phenomenon of choking under pressure within the context of esports, particularly focusing on the difference between online and live competitive settings and on high-pressure situations during overtime rounds. Employing a quasi-experimental design, the research leverages an extensive dataset covering professional CS:GO matches from 2012 to 2022 (match-level) and from 2015 to 2023 (round-level), including performance metrics such as players' ratings, headshot percentages, and teammate damage. The findings indicate a substantial decrease in the performance of esports players during overtime. This effect, however, is significantly mitigated in online competitions compared to live events. The study also reveals that while individual performance suffers under pressure, the impact on team coordination is less pronounced in online settings, suggesting that the virtual environment might offer a buffer against the negative effects of stress on team dynamics. This study enriches our understanding of performance psychology in digital settings but also opens up new avenues for research on stress, teamwork, and performance in professional and virtual environments.
BACKGROUND: This study delves into the academic literature regarding the significance of e-leadership transformation within corporate environments. OBJECTIVE: The primary objective is to analyze and synthesize existing research on e-leadership transformation, identifying key trends, contributors, and thematic clusters. The study aims to provide a comprehensive understanding of the processes and impacts associated with e-leadership, as well as highlight areas for future research. METHODS: We used a dual-method approach incorporating bibliometric analysis as a part of the Systematic Literature Review (SLR) to examine 269 journal articles published between 2010 and 2024, with a focus on the period from 2019 onwards. RESULTS: The analysis identifies significant trends, influential articles, top journals, authors, and leading countries in the field. We identify thematic clusters such as digital leadership and strategic transformation, organisational communication and performance frameworks, behavioural dynamics, and transformational leadership strategies. IMPLICATIONS: Insights from this study offer a deeper understanding of e-leadership transformation’s relevance in corporate settings, highlighting future research prospects and avenues for further exploration in this dynamic and evolving field.
Since the COVID-19 pandemic, virtual and remote teamwork have increased in scope and relevance. Being able to master this condition is therefore an essential skill. But what is virtual team collaboration, and what makes it successful? This chapter provides you with conclusive answers. It delineates various types of teams, such as global or COVID-induced virtual teams, and outlines how and why these have developed, also in light of the digital transformation. It proposes three dimensions and a five-factor model for high performance. Afterwards, you will know how to configure the key moderators of ‘best practice’ virtual team collaboration.
Virtual team collaboration, as an omnipresent feature of today’s and tomorrow’s workplace, requires Information and Communication Technologies (ICTs). But which ICTs to choose for which purposes and under which conditions? How to use ICTs to the best outcome, and to ensure that ICT choices neither overcomplicate nor oversimplify task and relations? This chapter provides you with conclusive answers, focussing on ICT richness, synchronicity and effectiveness, and the need to create ICT-based social team spaces. It enables you to configure ICTs in relation to team inputs, characteristics, moderators, dynamics and outputs, and, thereby, to increase team performance and build virtual trust.
In an era dominated by globalization and rapid technological advancements, it has become imperative to focus on optimal strategies to achieve organizational goals and provide a conducive environment for employees. Unfortunately, some fail to recognize that what was once considered a luxury has now become an essential necessity for success and sustainability. Neglecting these factors can have serious consequences. Virtual teams play a crucial role in the success of many companies as they enter the virtual world either partially or entirely. Their effectiveness relies on adhering to necessary standards and guidelines. Although several references have addressed this topic, challenges continue to arise over time. Remote work is the future of work, and it is essential to acquire the skills and readiness required for it. This research adopts a descriptive-analytical approach, drawing upon theoretical aspects from both Arabic and foreign studies. It applies SWOT analysis to three case studies to examine strengths, weaknesses, opportunities, and threats. The findings emphasize that enhancing trust, technical skills, communication, and leaders' attention to employees are key factors for the success of virtual teams. Inadequate social environments and insufficient training in modern technologies can lead to setbacks for organizations. The recommendations include fostering communication and supporting mental well-being, investing in robust technological infrastructure, and selecting leaders with the necessary skills to ensure the success of virtual teams.
هدف البحث الحالي إلى استقصاء أثر توظيف المنصات التشاركية (Microsoft Teams) في تنمية الكفايات الرقمية في تدريس الرياضيات لدي الطلاب المعلمين واتجاههم نحو التشارك، وقد تكونت عينة البحث من (70) من الطلاب المعلمين بالفرقة الثالثة شعبة الرياضيات بكلية التربية جامعة طنطا ممن يدرسون مقرر تدريس الحاسب الآلي في التخصص في الفصل الدراسي الأول من العام الدراسي 2020/ 2021، ثم توزيعهم إلى مجموعتين، التجريبية والتي درست من خلال المنصات التشاركية Microsoft Teams قوامها (36) طالباً وطالبة والأخرى الضابطة والتي درست المقرر بالطريقة المعتادة وقوامها (34) طالباً وطالبة، وقد استخدم البحث الحالي المنهج التجريبي القائم على التصميم شبه التجريبي قبلي- بعدى في وجود المجموعة الضابطة، وتم تطبيق اختبار التحصيل المعرفي المرتبط بمهارات الكفايات الرقمية في تدريس الرياضيات، وبطاقة ملاحظة الأداء المرتبط بمهارات الكفايات الرقمية في تدريس الرياضيات، قبلياً وبعدياً للمجموعتين، ومقياس الاتجاه نحو التشارك بعدياً للمجموعة التجريبية فقط.
وقد أسفرت نتائج البحث عن وجود فرق دال إحصائياً عند مستوي (α≤0.05) بين متوسطي درجات طلاب المجموعة التجريبية والمجموعة الضابطة في التطبيق البعدي لاختبار التحصيل المعرفي المرتبط بمهارات الكفايات الرقمية في تدريس الرياضيات (ككل) وعند كل مستوي من مستوياته (التذكر، الفهم، التطبيق)، وفي التطبيق البعدى لبطاقة ملاحظة الأداء المرتبط بمهارات الكفايات الرقمية في تدريس الرياضيات (ككل) وعند كل مهارة من مهاراتها (المشاركة المهنية، والمصادر الرقمية، والتدريس والتعلم، التقييم، وتمكين المتعلمين، والتسهيلات الرقمية للمتعلمين)، كما وجد فرق دال إحصائيا عند مستوي (α≤0.05) بين التكرارات والنسب المئوية لاتجاهات طلاب المجموعة التجريبية نحو مقياس الاتجاه نحو التشارك، كما وجدت علاقة ارتباطية دالة بين درجات طلاب المجموعة التجريبية والمجموعة الضابطة في التطبيق البعدي لاختبار التحصيل المعرفي المرتبط بمهارات الكفايات الرقمية في تدريس الرياضيات (ككل) ودرجاتهم علي بطاقة ملاحظة الأداء المرتبط بمهارات الكفايات الرقمية في تدريس الرياضيات (ككل).
The current research aims to investigate the effect of employing Collaborative platforms (Microsoft Teams) in developing digital competencies in teaching mathematics among student teachers and their attitude towards Collaboration. The research sample consists of (70) student teachers in the third year, Mathematics Division, the Faculty of Education, Tanta University, who are studying computer teaching course in their specialization of the first semester, the academic year 2020/2021. Students are distributed into two groups: the experimental (students who study through Microsoft Teams Collaborative platforms and consists of 36 students) and the control group (students who study the course through the usual way and consisted of 34). The current research used the quasi-experimental approach based on the experimental design before and after in the presence of the control group, where the cognitive achievement test associated with digital competencies skills in teaching mathematics is applied, besides applying the performance note card associated with digital competencies skills in teaching mathematics before and after for the two groups. However, the measure of attitude towards Collaboration dimensionally is applied for the experimental group only.
The research results explore the presence of a statistically significant difference at the level (α≤0.05) between the mean scores of the experimental group and the control group in the post application of the cognitive achievement test related to digital competencies skills in mathematics teaching (as a whole) and at each of its (remembering, understanding, The application) levels in the post application of the performance note card related to the skills of digital competencies in teaching mathematics (as a whole) and for each of its (professional participation, digital resources, teaching and learning, assessment, empowering learners, digital facilities for learners) skills. A statistically significant difference exists when level (α≤0.05) between the frequencies and percentages of the experimental group students’ attitudes towards the measure of participation attitude. There is a significant correlation between the scores of the experimental group and the control group in the post application of the cognitive achievement test related to digital competencies skills in mathematics teaching (as a whole) and their scores on a performance note card related to digital competencies skills in mathematics teaching (as a whole).
Purpose
Research on human resource management (HRM) and technology has gained momentum recently. This review aims to create a bibliographic profile of the field of HRM and technology using bibliometric techniques, complemented by qualitative analysis, examining 239 articles published in the four key human resource (HR) journals.
Design/methodology/approach
First, using VOSviewer software, we analysed the research productivity by identifying authors, journals and influential articles, followed by insights on research themes and their evolution. Next, integrating bibliometric and qualitative approaches, we conducted a hybrid inquiry of the field to analyse current theories, methods and variables.
Findings
The bibliometric analysis highlighted the intellectual structure, key themes and distinctive developments categorised under four temporal phases that have shaped research in this field. In addition, qualitative analysis presents significant theoretical perspectives, the methods employed and the nomological framework of variables.
Originality/value
Our study advances the extant literature on HRM and technology by quantifying the leading bibliometric performance indicators complemented by qualitative evaluation of the field, which entails exploring the possible research strands and related trends that have emerged in the past two decades.
Purpose
This study aims to understand how distributed agile teams (DATs), encouraged by globalisation, and recently accelerated by the COVID-19 outbreak, adopt agile practices to achieve project goals by working virtually.
Design/methodology/approach
This study developed a multiple-case study involving four companies undergoing several changes, especially during the COVID-19 pandemic. The authors collected data mainly through in-depth, face-to-face interviews with seven key informants. Moreover, this study operates data triangulation by referring to secondary data sources and developing a grounded theory data analysis.
Findings
The findings highlight three main categories associated with the DAT functioning, namely, “DATs’ implementation issues”, “elements supporting DATs’ implementation” and “outcomes of DATs’ implementation”, that show DATs’ primary triggers, critical aspects and supportive actions for team functioning.
Research limitations/implications
This paper produced valuable theoretical knowledge of DATs’ dynamics within a socio-technical approach that distinguishes soft and hard variables supporting DAT implementation. Moreover, the evidence provides useful suggestions for managers about creating an objective-oriented virtual work environment based on DATs’ self-organisation, digitally shared leadership and occasional on-site socialisation.
Originality/value
This paper provides new and interesting insights that bring to evidence the main variables related to DATs’ adoption and dynamics, showing supporting activities that enhanced their operativity. It provides a valuable descriptive framework for academics and practitioners to understand DATs’ functioning better and take action to improve their implementation.
Resilient teams can efficiently resolve disruption and overcome adversity. Despite growing interest in building and maintaining resilient teams, our understanding of the factors that promote team resilience necessitates further theorizing and empirical testing. Based on conservation of resources and shared leadership theories, we propose that team member personality (i.e., mean openness to experience) serves as a resource that facilitates team resilience via shared leadership. Further, we argue that the strength of influence of shared leadership on team resilience is contingent on the variance of openness to experience scores among team members. We draw our conclusions from three studies (i.e., two recall experiments and a multi‐source field study) involving working professionals in virtual teams. Our findings shed light on the interactive role of team member personality in explaining team resilience, thereby extending our knowledge of the personality predictors of shared leadership and team resilience.
The unique nature of projects, specific characteristics of organizational structures, composition of project teams, and other factors can create problems in communications management. IT organizations working with the use of virtual teams in their activities face specific problems in the management of communications and related processes of transferring information, data and knowledge. When people work in a team in a virtual environment, certain methods should be used that can ensure the effectiveness of communication management in projects. The article analyzes the types of virtual teams, their advantages and disadvantages in project management and the use of the FIRO-B model to identify team leaders and manage them. A method for determining the leader of a virtual team using the specified model is proposed, which helps to understand the needs and behavior of team members, ensuring better team cohesion and leader effectiveness. A conceptual model of the information environment of communications of such teams and a model of managing a virtual team from the standpoint of its development and improvement of competence are proposed. An analysis of COBIT and ITIL standards was carried out to ensure the management structure of corporate information technologies along with the coordination of project processes with business goals and objectives. Methods of managing IT services that meet business needs have been studied. It was determined that the use of the FIRO-B model in combination with the specified frameworks will provide project-oriented IT organizations with methods for determining and developing competence both at the organizational and team levels, which takes into account the emotional state of a person and his ability to spread emotions to other team members. Emotional impact is quantified using a “virtuality quotient,” which measures the impact virtual team members have on each other.
After completing this chapter, you should be able to:
Remote work, one of the most significant working arrangements of today, requires certain employee skills. Although there are some hints, there is not much information in the literature on this subject. This study aims to identify the skills required for productive remote working activities and to develop a scale for measuring these skills. For this purpose, a thorough review of the literature, consultation with experts, and analysis of data obtained from four samples with remote working experience were all conducted. Within this context, item generation and content validation, initial factor structure analysis, and factor structure confirmation and construct validity examination were performed. Consequently, the Remote Working Skills Scale was developed, which has 36 items and five dimensions (cybersecurity, problem-solving, time management, verbal communication, and written communication).
In the evolving landscape of remote work, the intersection of leadership communication and employee turnover intention has become a major point of interest for organizational studies. This paper presents a quantitative investigation into how leadership communication is perceived by subordinates in terms of their leaders' effectiveness, and how these perceptions statistically relate to the subordinates' intentions to leave the organization. Judy and d'Amico (1997) predicted that remote work would become a reality in the following decades, with more qualified jobs demanding brains over muscles and physical presence in a specific location becoming irrelevant. Neufeld et al. (2010) explored the impact of leadership perception, also associated with perceived effectiveness, on the communication between managers and subordinates in the remote work environment. The objective of this study was to understand how leadership communication is perceived by employees in terms of direct leaders' effectiveness and how these two factors are statistically related to turnover intention. Turnover intention refers to the individual and voluntary decision to leave an organization (Anwar, 2016). Adopting a quantitative methodology, the study sought to contribute to both the scholarly discourse and practical understanding of remote work practices. In Aprial 2022, a diverse sample of 203 valid respondents was surveyed, inclusive of subordinates across 14 countries and leaders hailing from 30 nationalities. Results revealed a very strong positive correlation (Spearman’s rho = 0.812) between leadership communication and its perceived effectiveness, suggesting that subordinates who regard communication highly also perceive higher leadership effectiveness. However, there's a significant yet weak negative correlation between leadership communication and turnover intentions (Spearman’s rho = -0.343), and similarly, between perceived leadership effectiveness and turnover intentions (Spearman’s rho = -0.299). The study did not find significant evidence of perceived leadership effectiveness mediating the relationship between communication and turnover intentions in remote settings, with a minor indirect effect (Spearman’s rho = -0.0271; p-value = 0.64), comprising about 14% of the total communicative effect on turnover intention. These findings contribute to the literature on remote work dynamics, stressing the importance of effective leadership communication for employee retention. Despite certain study limitations, like sample size and context specificity, the insights provided are valuable for organizational leadership and academia, underscoring communication's vital role in remote workforce management.
The study addresses the challenges of digitally transforming physical exercises for older adults (aged more than 55 years) to be performed in virtual environments (during the COVID-19 pandemic) as a long-term proactive strategic initiative in response to the global ageing society and technological development trend. A focus group with a sample of 24 older adults and three trainers were used as part of a 3-month physical exercise pilot conducted by the Jožef Stefan Institute to identify the skills and well-being gained and identify factors that influence success with online exercises for older adults on the individual and organisational levels. First, on the individual level, communication differences were identified when comparing face-to-face exercises with online exercises. Second, on the organisational level, the study identified several challenges arising from the digital transformation of exercises (i.e., onboarding, technical, structural, isolation and motivational). Finally, recommendations are proposed to transform older adults’ exercises when performed in a virtual environment. The study results can also benefit health management practices and theory in the work environment to ensure that older workers can still utilise their strengths to perform successfully while remaining healthy. Online physical exercises tailored to older adults’ needs and specifications could be provided as part of corporate wellness programmes in organisations.
Ten years ago, Martins, Gilson, and Maynard reviewed the emerging virtual team (VT) literature. Given the proliferation of new communication technologies and the increased usage of work teams, it is hardly surprising that the last decade has seen an influx of VT research. In this review, we organize the last 10 years of empirical work around 10 main themes: research design, team inputs, team virtuality, technology, globalization, leadership, mediators and moderators, trust, outcomes, and ways to enhance VT success. These themes emerged inductively because they either represent areas with consistent results, a large proliferation of studies, or a grouping of studies and results that differed from where the literature stood a decade ago. Following the review section, we turn our attention toward 10 opportunities for future research: study setting, generational impacts, methodological considerations, new and emerging technologies, member mobility, subgroups, team adaptation, transition processes and planning, creativity, and team member well-being. Some of these opportunities emerged from our review of the extant VT literature; others are grounded in the broader team literature, are unresolved theoretical issues, or were linked to insights discussed within the VT practitioner literature. Within the domain of VTs, technological innovation continues to advance the way team members interact and enable individuals who previously could not be connected to work together as a team. Accordingly, VTs provide great promise to organizations, and the field continues to be rich with research opportunities for the coming decade(s).
In this article we examine the meaning of team process. We first define team process in the context of a multiphase episodic framework related to goal accomplishment, arguing that teams are multitasking units that perform multiple processes simultaneously and sequentially to orchestrate goal-directed taskwork. We then advance a taxonomy of team process dimensions synthesized from previous research and theorizing, a taxonomy that reflects our time-based conceptual framework. We conclude with implications for future research and application.
Virtual teams in organizations have now become a reality, but there have been only a handful of quantitative reviews on “virtualness” (i.e., teams that are more or less virtual). We decided to conduct a meta-analytic review of the effects of virtualness on team functioning (conflict, communication frequency, knowledge sharing, performance, and satisfaction). To explain inconsistencies in the results of published material on the topic, we also examined the moderating effects of level of analysis (individual/group), method (experiment/survey), and time frame (short/long). Eighty studies were found that covered some part of this domain. Results seem to differ in the relative importance of the factors. Thus though aggregated findings suggested negative effects of virtualness on team functioning, results varied in strength and direction of the moderators, indicating that it was not possible to generalize. For example, the negative effects held only for short-term teams, while in longer-term teams the effects weakened or disappeared.
To understand why the virtual design strategies that organizations create to foster innovation may in fact hinder it, we unpack four characteristics often associated with the term ‘virtuality’ (geographic dispersion, electronic dependence, structural dynamism, and national diversity) and argue that each hinders innovation through unique mechanisms, many of which can be overcome by creating a psychologically safe communication climate. We first tested the plausibility of our arguments using in-depth qualitative analysis of interviews with 177 members of 14 teams in a variety of industries. A second study constituted a more formal test of hypotheses using survey data collected from 266 members of 56 aerospace design teams. Results show that the four characteristics are not highly intercorrelated, that they have independent and differential effects on innovation, and that a psychologically safe communication climate helps mitigate the challenges they pose. We discuss the implications of these findings for theory and research.
A meta-analytic integration of 57 effect sizes from 13 studies (567 teams, 2,258 participants) was performed to determine if groups that are homogeneous with respect to gender, ability level, and personality achieve higher levels of performance than teams that are heterogeneous on these attributes. Although individual studies often show marked differences between homogeneous and heterogeneous groups, the results of this integration show the combined effect sizes of these studies to be small, though not significant, in favor of heterogeneous groups. It appears that the significant effects found in many of the included studies can be attributed to the type and difficulty of the task used in the investigation. Implications for team construction are discussed.
Although cognitive ability and conscientiousness have been found to predict work-related performance, less is known about whether and when certain mediating variables help explain these relationships. This study examined meta-analytically whether self-efficacy mediates the cognitive ability-performance and conscientiousness-performance relationships, and whether task complexity moderates the extent to which self-efficacy mediates these relationships. Results indicated that cognitive ability and conscientiousness positively relate to self-efficacy, but that the magnitude of these relationships varies with task complexity. Furthermore, results showed that self-efficacy mediates the relationships of cognitive ability and conscientiousness with performance on simple tasks, but not on complex tasks. Implications and directions for future research are discussed. [ABSTRACT FROM AUTHOR]
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Using a field sample of 101 virtual teams, this research empirically evaluates the impact of traditional hierarchical leadership, structural supports, and shared team leadership on team performance. Building on Bell and Kozlowski's (2002) work, we expected structural supports and shared team leadership to be more, and hierarchical leadership to be less, strongly related to team performance when teams were more virtual in nature. As predicted, results from moderation analyses indicated that the extent to which teams were more virtual attenuated relations between hierarchical leadership and team performance but strengthened relations for structural supports and team performance. However, shared team leadership was significantly related to team performance regardless of the degree of virtuality. Results are discussed in terms of needed research extensions for understanding leadership processes in virtual teams and practical implications for leading virtual teams. (PsycINFO Database Record (c) 2012 APA, all rights reserved).
Collaboration across national boundaries has become increasingly prevalent over the last decade, yet the management literature remains remarkably unhelpful in answering questions about what happens when people across nations and cultures work closely together. We review the management literature that reports empirical studies of global work and conclude that few of these studies, despite their explicit focus on globally distributed work, meaningfully examine the intercultural aspects of these collaborations. We assume an intercultural lens to understand what gets lost by not examining the global in global work and conclude that the very process by which workers who reside in different countries confront, explore, and resolve cultural differences begs for more clarity. Further, we conclude that a more contextual and dynamic view of culture is necessary to shed light on these processes. We use two examples—social networks and technology use—to illustrate how cultural differences might generate different patterns of behavior, and consider the effect of these potential incompatibilities on global work and workers as they collaborate across national boundaries.
The influence of teammates' shared mental models on team processes and performance was tested using 56 undergraduate dyads who "flew" a series of missions on a personal-computer-based flight-combat simulation. The authors both conceptually and empirically distinguished between teammates' task- and team-based mental models and indexed their convergence or "sharedness" using individually completed paired-comparisons matrices analyzed using a network-based algorithm. The results illustrated that both shared-team- and task-based mental models related positively to subsequent team process and performance. Furthermore, team processes fully mediated the relationship between mental model convergence and team effectiveness. Results are discussed in terms of the role of shared cognitions in team effectiveness and the applicability of different interventions designed to achieve such convergence. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This paper answers the question, "Why do organizations process information?" Uncertainty and equivocality are defined as two forces that influence information processing in organizations. Organization structure and internal systems determine both the amount and richness of information provided to managers. Models are proposed that show how organizations can be designed to meet the information needs of technology, interdepartmental relations, and the environment. One implication for managers is that a major problem is lack of clarity, not lack of data. The models indicate how organizations can be designed to provide information mechanisms to both reduce uncertainty and resolve equivocality.
This study tested predictions derived from Structural Adaptation Theory (SAT) on the longitudinal effects of centralizing and decentralizing decision-making structures in teams. Results from 93 four-person teams working on a command and control simulation generally supported SAT, documenting that it was more difficult for teams to adapt to a centralized decision-making structure after formerly working within a decentralized structure, than it was to adapt in the alternative direction. The negative effects of centralized shifts were mediated by efficiency and adaptability, in the sense that former decentralized teams experienced the negative aspects of centralization (lack of adaptability), but not the positive aspects (efficiency). The dangers of employing structural reconfiguration to solve certain problems in teams are discussed, especially if these changes are based upon expectations generalized from cross-sectional research that did not directly observe teams that experienced true structural change.
As organizations operate across greater distances, scholars are increasingly interested in the work of geographically dispersed teams and the technologies that they use to communicate and coordinate their work. However, research has generally not specified the dimensions (spatial, temporal, or configurational) and degrees of team dispersion, nor has it articulated the theoretical connections between those dimensions and important team outcomes. This research essay expands upon previous field and lab studies of dispersed teamwork by presenting a new conceptualization of dispersion as a continuous, multidimensional construct, in which each dimension is theoretically linked with different outcomes. We illustrate this new conceptualization with a series of examples from real dispersed teams and present implications for research regarding technology use.
The authors review team research that has been conducted over the past 10 years. They discuss the nature of work teams in context and note the substantive differences underlying different types of teams. They then review representative studies that have appeared in the past decade in the context of an enhanced input-process-outcome framework that has evolved into an inputs-mediators-outcome time-sensitive approach. They note what has been learned along the way and identify fruitful directions for future research. They close with a reconsideration of the typical team research investigation and call for scholars to embrace the complexity that surrounds modern team-based organizational designs as we move forward.
As the nature of work in today's organizations becomes more complex, dynamic, and global, there has been an increasing emphasis on far-flung, distributed, virtual teams as organizing units of work. Despite their growing prevalence, relatively little is known about this new form of work unit. The purpose of this paper is to present a theoretical framework to focus research toward understanding virtual teams and, in particular, to identify implications for effective leadership. Specifically, we focus on delineating the dimensions of a typology to characterize different types of virtual teams. First, we distinguish virtual teams from conventional teams to identify where current knowledge applies and new research needs to be developed. Second, we distinguish among different types of virtual teams, considering the critical role of task complexity in determining the underlying characteristics of virtual teams and leadership challenges the different types entail. Propositions addressing leadership implications for the effective management of virtual teams are proposed and discussed.
In this paper we have identified some key challenges for E-leaders of virtual teams. Among the most salient of these are the following: • The difficulty of keeping tight and loose controls on intermediate progress toward goals • Promoting close cooperation among teams and team members in order to integrate deliverables • Encouraging and recognizing emergent leaders in virtual teams • Establishing explicit processes for archiving important written documentation • Establishing and maintaining norms and procedures early in a team's formation and development • Establishing proper boundaries between home and work Virtual team environments magnify the differences between good and bad projects, organizations, teams, and leaders. The nature of such projects is that there is little tolerance for ineffective leadership. There are some specific issues and techniques for mitigating the negative effects of more dispersed employees, but these are merely extensions of good leadershio-they cannot make up for the lack of it.
Studies of the effects of top management team (TMT) composition on organizational outcomes have yielded mixed and confusing results. A possible breakthrough resides in the reality that TMTs vary in how they are fundamentally structured. Some are structured such that members operate independently of each other, while others are set up such that roles are highly interdependent. We examine the potential for three facets of structural interdependence – horizontal, vertical, and reward interdependence – to resolve ambiguities regarding effects of TMT heterogeneity. Based on a sample of TMTs in technology firms, we find that the three facets of structural interdependence are potent moderators of two classic predictions: the positive association between TMT heterogeneity and member departures, and between TMT heterogeneity and firm performance.
Human resource management systems (HRMS) integrate human resource processes and an organization's information systems. An HRMS frequently represents one of the modules of an enterprise resource planning system (ERP). ERPs are information systems that manage the business and consist of integrated software applications such customer relations and supply chain management, manufacturing, finance and human resources. ERP implementation projects frequently have high failure rates; although research has investigated a number of factors for success and failure rates, limited attention has been directed toward the implementation teams, and how to make these more effective. In this paper we argue that shared leadership represents an appropriate approach to improving the functioning of ERP implementation teams. Shared leadership represents a form of team leadership where the team members, rather than only a single team leader, engage in leadership behaviors. While shared leadership has received increased research attention during the past decade, it has not been applied to ERP implementation teams and therefore that is the purpose of this article. Toward this end, we describe issues related to ERP and HRMS implementation, teams, and the concept of shared leadership, review theoretical and empirical literature, present an integrative framework, and describe the application of shared leadership to ERP and HRMS implementation.
In this paper, we review the research on virtual teams in an effort to assess the state of the literature. We start with an examination of the definitions of virtual teams used and propose an integrative definition that suggests that all teams may be defined in terms of their extent of virtualness. Next, we review findings related to team inputs, processes, and outcomes, and identify areas of agreement and inconsistency in the literature on virtual teams. Based on this review, we suggest avenues for future research, including methodological and theoretical considerations that are important to advancing our understanding of virtual teams.
Advances in communications and information technology create new opportunities for organizations to build and manage virtual teams. Such teams are composed of employees with unique skills, located at a distance from each other, who must collaborate to accomplish important organizational tasks. Based on a comprehensive set of interviews with a subset of team members, team leaders, general managers, and executives on 65 virtual teams at Sabre, Inc.-an innovative organization in the travel industry-we identify five challenges that organizations can expect to encounter in establishing, maintaining, and supporting virtual teams, e.g., building trust, cohesion, and team identity, and overcoming isolation among virtual team members. Both leaders and members of virtual teams face particular difficulties in selecting team members who have the balance of technical and interpersonal skills and abilities required to work virtually and in evaluating the performance of individuals and teams working in virtual space. Examination of Sabre's strategies for coping with each challenge should be instructive to other organizations using or considering virtual teams.
Global virtual teams include members from multiple nations and cultures who must work together while being separated by time and space. We discuss leadership in global virtual teams and how distance influences the full range of leadership required at multiple levels of the organization. We use research literature devoted to virtual teams as well as our own data collected from interviews with leaders and members of global virtual teams to highlight factors related to global team effectiveness, satisfaction and commitment. We provide a model of leadership in global virtual teams that integrates previous research findings and may be used to guide future research and practice.
This chapter reviews existing research and thought on the role of group interaction in task-oriented groups, and provides suggestion that part of the difficulty in understanding the relationship between group interaction and group effectiveness has to do with the nature of existing methodological and conceptual tools. It proposes an alternative framework for research on group effectiveness. The major functions group interaction serves in enhancing and depressing group effectiveness have been explored in the chapter and a set of strategies for influencing group interaction and group performance by alteration of “input” factors has been proposed within the new framework. The chapter presents an argument for a return to action-oriented research as a way to improve simultaneously the understanding of the determinants of group effectiveness and the capability to change and improve it. Implications for research and for action have been drawn and explored.
The characteristics which differentiate transactional from
transformational leadership are discussed, highlighting the differences
between managers and leaders. Four distinct characteristics – the
Fours I's – associated with transformational leadership
are described with respect to their evolution and influence on follower
development, effort and performance. The advantages of combining
transactional and transformational leadership styles into an overall
framework of leadership development for leading in the 1990s are also
discussed.
A growing body of literature exists on virtual (i.e., geographically dispersed) teams; however, few summaries of this knowledge are available. The purpose of this paper is to help fill this gap by reviewing empirical research that addresses the effectiveness of virtual versus traditional (i.e., co-located) teams. Based on the typical input-process-output model of team effectiveness, we classify almost 200 empirical studies on virtual teams according to key dimensions of the model, including tasks and group characteristics, contextual factors, and supervisory behaviors. We develop propositions to address neglected research areas regarding the differences between virtual and traditional teams. There is still much to learn about virtual teams and how the physical dispersion of team members affects team effectiveness. It is our hope that our review and propositions will guide future research efforts and will help human resource professionals realize the potential for distributed teams in their organizations.
Today more and more organizations are looking towards the establishment of what we would call "E-Teams"--teams that can span distances and times to take on challenges that most local and global organizations must address. In this article, the authors examines some of the similarities between virtual teams and face-to-face teams, looking at the pros and cons of each with respect to team effectiveness. The authors also examine how E-Leadership can contribute to the development of E-teams by reducing process losses and enhancing team member trust. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Because research on team mental models is still in its formative stages, there is a need for continued conceptual development of the construct and direct empirical support linking team mental models to team outcomes. Researchers in other fields have developed concepts that are distinct from, but clearly related to team mental models, including information sharing, transactive memory, group learning, and cognitive consensus. Although these research streams currently exist in parallel with little cross-fertilization, there is much to be gained from integration across disciplinary boundaries. Therefore, the purpose of this paper is to enrich the theoretical understanding of team mental models and to broaden the empirical research base by adopting a cross-disciplinary focus and incorporating related team knowledge domains from other literatures. Based on a synthesis of various literatures, we develop a framework that delineates the relationships among team knowledge constructs. Copyright © 2001 John Wiley & Sons, Ltd.
Despite the ubiquity of leadership influences on organizational team performance and the large literatures on leadership and team/group dynamics, we know surprisingly little about how leaders create and handle effective teams. In this article, we focus on leader–team dynamics through the lens of “functional leadership.” This approach essentially asserts that the leader's main job is to do, or get done, whatever functions are not being handled adequately in terms of group needs. We explicate this functional leadership approach in terms of 4 superordinate and 13 subordinate leadership dimensions and relate these to team effectiveness and a range of team processes. We also develop a number of guiding propositions. A key point in considering such relationships is the reciprocal influence, whereby both leadership and team processes influence each other.
[Excerpt] Our objective in this chapter is to provide an integrative perspective on work groups and teams in organizations, one that addresses primary foci of theory and research, highlights applied implications, and identifies key issues in need of research attention and resolution. Given the volume of existing reviews, our review is not intended to be exhaustive. Rather, it uses representative work to characterize key topics, and focuses on recent work that breaks new ground to help move theory and research forward. Although our approach risks trading breadth for depth, we believe that there is much value in taking a more integrative view of the important areas of team research, identifying key research themes, and linking the themes and disparate topics closer together. To the extent that we identify new and necessary areas of theory development and research, the value of this approach will be evident.
This review examines research and theory relevant to work groups and teams typically embedded in organizations and existing over time, although many studies reviewed were conducted in other settings, including the laboratory. Research was organized around a two-dimensional system based on time and the nature of explanatory mechanisms that mediated between team inputs and outcomes. These mechanisms were affective, behavioral, cognitive, or some combination of the three. Recent theoretical and methodological work is discussed that has advanced our understanding of teams as complex, multilevel systems that function over time, tasks, and contexts. The state of both the empirical and theoretical work is compared as to its impact on present knowledge and future directions.
Trends in global virtual teams report
- Culturewizard
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Virtual teams that work: Creating conditions for virtual team effectiveness
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The four keys to success with virtual teams
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Managing yourself getting virtual teams right
- K Ferrazzi
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Diversity in organizations: New perspectives for a changing workplace
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Personality and work teams
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