An analysis of trust among globally distributed work teams in an organizational setting

2007 ◽  
Vol 14 (3) ◽  
pp. 158-168 ◽  
Author(s):  
Sue Newell ◽  
Gary David ◽  
Donald Chand
Keyword(s):  
Work Teams ◽  
Organizational Setting ◽  
Distributed Work ◽  
Globally Distributed ◽  
Globally Distributed Work

scholarly journals Paradox and the negotiation of tensions in globally distributed work

2020 ◽  
Vol 35 (3) ◽  
pp. 232-250
Author(s):  
Jade Wendy Brooks ◽  
MN Ravishankar ◽  
Ilan Oshri
Keyword(s):  
Qualitative Data ◽  
Collaborative Work ◽  
Work Practice ◽  
Distributed Work ◽  
Extant Literature ◽  
Communication Problems ◽  
Paradox Theory ◽  
Globally Distributed ◽  
Globally Distributed Work ◽  
Practical Implications

Tensions are a major source of communication problems, coordination issues, and conflict in globally distributed work. In this article, we argue that extant literature falls short of addressing tensions in globally distributed work at two levels. First, it fails to fully account for the intrinsic and entrenched nature of tensions in globally distributed work, suggesting instead that they can be resolved or made to disappear. Second, it does not examine the key interactions among different kinds of tensions. Drawing on qualitative data from a distributed finance organization and applying concepts from paradox theory, we show how globally distributed units negotiate knowledge, power, and identity tensions in collaborative work. The findings illuminate how a sequential enactment of both formal and informal solutions can better address tensions and generate collaborative opportunities in globally distributed work. Building on the findings, we develop a phasal model of tension evolution and management in globally distributed work which explains how tensions evolve from a phase of suppression through to a phase of attenuation. We demonstrate the interactions of knowledge–power–identity tensions against a background of defensive, interactive, and collaborative behaviors, and suggest several practical implications for globally distributed work practice.

Collective Creative Problem Solving in Information Technology Distributed Work Teams

2014 ◽  
Vol 10 (3) ◽  
pp. 63-81 ◽  
Author(s):  
Gwendolyn Stubbs ◽  
Timothy Baghurst
Keyword(s):  
Information Technology ◽  
Problem Solving ◽  
Work Teams ◽  
Business Environment ◽  
Creative Problem Solving ◽  
Distributed Work ◽  
Team Members ◽  
Geographically Dispersed ◽  
Creative Solutions ◽  
Creative Problem

Today's evolving business environment requires that organizations combine the talents of diverse and dispersed individuals to develop creative solutions to complex problems. One such emerging concept used by successful organizations to leverage the diverse talents of dispersed individuals is collective creative problem solving (CCPS) in distributed work teams. The purpose of this study was to develop a better understanding of the nature and motivating factors of CCPS in geographically dispersed teams. This goal was accomplished through examining information technology (IT) distributed work teams in a U.S. federal IT organization. Semistructured interviews were conducted with 21 IT specialists to explore the perceptions and lived experiences regarding CCPS of team leaders and team members in IT distributed work teams. Five core themes emerged: (a) developing a strategy to facilitate CCPS in distributed work teams, (b) using team interaction to stimulate CCPS, (c) motivating team members to engage in CCPS, (d) leading CCPS from a distance, and (e) using technology to achieve CCPS in distributed work teams. Based on the conclusions drawn from the study's findings, recommendations are provided for leaders and practitioners to leverage the full capabilities of CCPS in dispersed work environments.

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