Enabling Shared Leadership in Virtual Project Teams: A Practitioners’ Guide

2016 ◽  
Vol 47 (1) ◽  
pp. 7-12 ◽  
Author(s):  
Martin Hoegl ◽  
Miriam Muethel
Keyword(s):  
Shared Leadership ◽  
Project Teams ◽  
Virtual Project ◽  
Virtual Project Teams

Systems Development by Virtual Project Teams

2011 ◽  
pp. 447-463 ◽  
Author(s):  
David Croasdell ◽  
Andrea Fox ◽  
Suprateek Sarker
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Communication Technologies ◽  
Global Market ◽  
Project Teams ◽  
Comparative Case Study ◽  
Business Organizations ◽  
Team Members ◽  
Virtual Project ◽  
Virtual Project Teams

Business organizations and global partners are increasing their utilization of virtual project teams to enhance competitive advantages in the global market. More than ever, organizations are using virtual teamwork to bridge time zones and geographic distances. The use of virtual work environments has spurred interest in understanding how team members interact and collaborate over the life of a project. Not surprisingly, organizations are trying to understand what factors are determinants of success with respect to virtual teams. Increasing network bandwidth, continuously improving communication technologies, shifting global economies, and changes in social practices have caused business managers to reconsider traditional practices. This paper provides a comparative case study of four cross-cultural virtual project teams as they analyze, design, and develop information systems.

Investigating the Intention to Use Social Media Tools Within Virtual Project Teams

2016 ◽  
pp. 658-680
Author(s):  
Jerry Giltenane
Keyword(s):  
Social Media ◽  
Project Teams ◽  
Media Technology ◽  
Enterprise Social Media ◽  
Intention To Adopt ◽  
Use Of Technology ◽  
Technology Adoption Model ◽  
Social Media Tools ◽  
Virtual Project ◽  
Virtual Project Teams

Enterprise social media tools are becoming more prevalent in project management, particularly where project teams have to operate on a global and virtual basis. It is becoming more critical that organisations understand the key attributes of such technology to encourage their teams to use them in order to achieve the perceived benefits. In this chapter we search for answers to the factors that influence the adoption of such tools in a virtual project setting by testing the applicability of the much cited technology adoption model known as the Unified Theory of Acceptance and Use of Technology (UTAUT). The model is modified to suit the sphere of virtual teams and focuses on the behavioural intention to adopt social media technology. The purpose of examining such a model is to see if it can explain some of the key factors that may influence the adoption of social media within virtual project teams.

scholarly journals Interpretive structural model of trust factors in construction virtual project teams

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sukhwant Kaur Sagar ◽  
Olugbenga Timo Oladinrin ◽  
Mohammed Arif ◽  
Muhammad Qasim Rana
Keyword(s):  
Structural Model ◽  
Matrix Multiplication ◽  
Virtual Team ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Virtual Project ◽  
Interpretive Structural Model ◽  
Trust Factors ◽  
Virtual Project Teams

Purpose Organisational dependence on virtual project teams (VPTs) is growing dramatically due to the substantial benefits they offer, such as efficiently achieving objectives and improving organisational performance. One of the major issues that influence the effectiveness of VPTs is trust building. This study aims to determine the key factors of trust in VPTs and design a model by identifying the interrelationships among the trust factors. Design/methodology/approach Focus group discussion was used to gather data on factors affecting trust in VPTs and their interrelationships. Interpretive structural modelling (ISM) was used to establish the relationship among the factors. Cross-impact matrix multiplication applied to classification analysis was conducted to identify the driving power and the dependence power towards effective VPTs in the construction sector. Findings The finding revealed that “characteristics of team members” (such as ability, integrity, benevolence, competence, reliability and professionalism) is the most significant factor for building trust in virtual team members. Some factors were further identified as having high driving power, while others were defined as having high dependence variables. Practical implications The findings will assist construction managers and practitioners dealing with VPTs identify the factors influencing trust among team members. Taking cognisance of the factors that influence trust will enable them to design more effective virtual team arrangements. Originality/value As the first research of its kind using ISM technique, the study offers insights into interrelationships between trust factors in the construction VPTs. It provides guides for construction managers on the effective management of trustworthy VPTs.

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