Relationship between personnel, structure design factors and team effectiveness in virtual teams

2010 ◽  
pp. 583-588
Author(s):  
Tzai-Zang Lee ◽  
Yu-Yuen Show
Keyword(s):  
Virtual Teams ◽  
Team Effectiveness ◽  
Structure Design ◽  
Design Factors

Virtual Team Effectiveness

2017 ◽  
pp. 687-706 ◽  
Author(s):  
John R. Carlson ◽  
Dawn S. Carlson ◽  
Emily M. Hunter ◽  
Randal L. Vaughn ◽  
Joey F. George
Keyword(s):  
Virtual Teams ◽  
Team Effectiveness ◽  
Survey Methodology ◽  
Instant Messaging ◽  
Virtual Team ◽  
Interpersonal Processes ◽  
Mediated Communication ◽  
Team Members ◽  
Main Effect

The work of virtual teams is increasingly important to today's organizations, work that is accomplished predominantly via computer-mediated communication. The authors investigate the moderating role of experience with instant messaging on the team interpersonal processes (cohesion and openness) to team effectiveness relationship in virtual teams. Data were obtained from 365 virtual team members using survey methodology and analyzed using hierarchical moderated regression and multilevel analyses. They found that team cohesion has a main effect on team effectiveness. Team openness has a main effect and is moderated by experience with instant messaging, i.e., strengthens the relationship. Understanding the role of team interpersonal processes and the role of the communication media will allow managers to more effectively build virtual teams and provide effective training and support. Using the theoretical lens of channel expansion theory the authors expand theoretical, empirical and practical knowledge of this area.

Best Practices for Virtual Team Effectiveness

Virtual Teams ◽  
2011 ◽  
pp. 160-185 ◽  
Author(s):  
D. Sandy Staples ◽  
Ian K. Wong ◽  
Ann Frances Cameron
Keyword(s):  
Best Practices ◽  
Empirical Evidence ◽  
Case Studies ◽  
Virtual Teams ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Research Directions ◽  
Team Members

The purpose of this chapter is to improve the understanding of what makes virtual teams effective. This is done by identifying the best practices for individual team members, the best practices for leaders and sponsors of virtual teams, and the best practices for the organizations that the virtual teams are a part of. Best practices in these categories were identified from: (1) empirical evidence from case studies of six existing virtual teams; (2) the existing literature related to virtual teams; and, (3) traditional team (i.e., collocated) and telework literature. The chapter concludes with implications for organizations and potential research directions.

The Impact of Trust on Virtual Team Effectiveness

2014 ◽  
Vol 4 (1) ◽  
pp. 11-28 ◽  
Author(s):  
Yasser A. El-Kassrawy
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Structural Equations ◽  
Team Members ◽  
Competitive Environments ◽  
Team Satisfaction ◽  
And Performance ◽  
The Impact

Given the important role of information technology, virtuality has become crucial issue in contemporary organizations. Virtual teams are comprised of members who are located in more than one physical location. They need to be effectively collaborating to harness their full performance capabilities in order to compete in the highly competitive environments. However, virtual team effectiveness is affected by determinants of trust which include three types; personality, cognitive and institutional-based trust. Therefore, this paper examines the impact of trust determinants on virtual team effectiveness represented in virtual team satisfaction and performance. Through a survey of 125 virtual team members who had experienced at least two years in this field, the results indicated that determinants of trust positively influence virtual team satisfaction and virtual team performance. The authors' structural equations modeling findings also support our hypothetical predictions that personality- based trust, cognitive- based trust and institutional- based trust have a dramatic impact on both of virtual team satisfaction and virtual team performance. Moreover, institutional- based trust is the uppermost driver of virtual team effectiveness. This study provides novel insights into virtual team behaviours, managerial and research implications for effective virtual team.

The Impact of Design Factors in Mobile Application Stores on Social Presence

2012 ◽  
Vol 268-270 ◽  
pp. 1832-1835
Author(s):  
Lu Fang Zhang ◽  
Ling Ling Gao ◽  
Jin Song Zhang
Keyword(s):  
Social Presence ◽  
Mobile Application ◽  
Structure Design ◽  
Mobile App ◽  
Interactive Design ◽  
Interpersonal Interaction ◽  
The Impact ◽  
Design Factors ◽  
The Relationship ◽  
Content Design

In this paper, we try to find the relationship between design factors and social presence in mobile application stores. Social presence in mobile app stores consists of intimacy, social atmosphere and interpersonal interaction and design factors including structure design, content design, visual design and interactive design. We used semantic differential scale method to test the effects of design factors on users’ social presence. The result shows that the interactive design has significant effects on social atmosphere. Structure design has significant effects on interpersonal interaction. The result shows that design factors have significant effects on social presence. Obviously, interactive design has significant effects on social atmosphere and structure design has significant effects on interpersonal interaction.

Increasing the effectiveness of global virtual teams

2018 ◽  
Vol 26 (5) ◽  
pp. 5-7
Keyword(s):  
Case Studies ◽  
Virtual Teams ◽  
Design Methodology ◽  
Team Effectiveness ◽  
Reading Time ◽  
Cutting Edge ◽  
Project Teams ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This paper is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings International teams working on a virtual basis are becoming more common. Managers can optimize the performance of project teams by focusing on communication, trust, commitment, and other aspects likely to impact team effectiveness. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value The paper saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent, information and presenting it in a condensed and easy-to-digest format.

Sociotechnical Design Factors for Virtual Team Performance

1996 ◽  
Vol 40 (15) ◽  
pp. 786-785
Author(s):  
Arnoldo R. Cano ◽  
Brian M. Kleiner
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Virtual Team ◽  
Geographically Dispersed ◽  
Sociotechnical Systems Theory ◽  
Sociotechnical Design ◽  
Sound Theory ◽  
Recent Developments ◽  
Design Factors ◽  
Communication And Information Technology

Recent developments in communication and information technology, coupled with an increased need to coordinate organizational activities across geographically dispersed locations, have led to the development and use of virtual teams. Evidence, most of it anecdotal, points to the benefits that can be obtained from the use of such teams. Unfortunately, a comprehensive understanding of the factors that affect virtual team-based system performance is lacking due to little empirical evidence and sound theory. In this paper, sociotechnical systems theory is used to identify design factors for virtual team performance.

The mediating effect of knowledge sharing on the relationship between trust and virtual team effectiveness

2014 ◽  
Vol 18 (1) ◽  
pp. 92-106 ◽  
Author(s):  
Faizuniah Pangil ◽  
Joon Moi Chan
Keyword(s):  
Knowledge Sharing ◽  
Virtual Teams ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Cross Sectional Study ◽  
Mediating Effect ◽  
Cross Sectional ◽  
Content Type ◽  
Different Types ◽  
The Relationship

Purpose – The limited proximal communication between virtual team members can create a lack of trust among members which can significantly reduce the effectiveness of these teams. Hence, this study was conducted to examine the relationship between trust and virtual team effectiveness by looking into the mediating effect of knowledge sharing. Design/methodology/approach – This is a cross-sectional study conducted in a multinational company in Malaysia. Questionnaires were distributed to individuals working in a virtual environment. The questionnaire required the respondents to answer questions regarding three different types of trust (i.e. personality-based trust, institutional-based trust and cognitive-based trust), their knowledge sharing behavior, and their evaluation of the effectiveness of the virtual teams that they are involved with. Findings – Results of hierarchical regression analysis indicated that knowledge sharing and all the three types of trust are significantly related to virtual team effectiveness. However, only personality-based trust and institutional-based trust are significantly related to knowledge sharing, but knowledge sharing only partially mediates the relationship between these two types of trust and team effectiveness. Research limitations/implications – The population of this study are virtual teams working for an organization, hence the generalizability of the findings to other settings is unknown. Originality/value – Trust has been founded to be a significant predictor of virtual team effectiveness. However, this paper shows the effect of different types of trust and the role of knowledge sharing in mediating the relationship between trust and virtual team effectiveness.

scholarly journals The Influence of Trust and Knowledge Sharing on Virtual Team Effectiveness

2021 ◽  
Author(s):  
◽  
Ted Thomas
Keyword(s):  
Virtual Teams ◽  
Team Effectiveness ◽  
Sense Of Self ◽  
Natural Extension ◽  
Virtual Team ◽  
Complex Problem ◽  
Team Members ◽  
Trust Relationship ◽  
Pervasive Technology ◽  
Making A Difference

<p>Virtual teams are a growing response to increased de-centralisation and globalization, and the need for organizations to adapt to an ever changing and complex work environment. Their growing prevalence reflects many different factors, including the increased global reach of many organizations, changing workforce demographics, and heightened competitive pressures requiring greater organizational flexibility and responsiveness.  This phenomenon has grown rapidly in recent years through advancements and greater access to technologies for communication and collaboration.  Organizations however are being challenged with understanding what makes these virtual teams effective and how to measure the achievement of such effectiveness. Combined with the convergence of telephony and data technologies this has enabled voice and video to be delivered ‘on demand’ at a far more affordable price to the end consumer. With the added dynamic of ‘mobile’ becoming such a pervasive technology, this is providing the fuel driving the establishment of greater numbers of virtual teams. We now live in an increasingly “connected world” and with the blurring of work and leisure time, for many, virtual teams have already or are becoming a natural extension of the workplace.  Individuals are demanding personal flexibility in the management of their time and space and this is matched by organizations seeking flexibility to scale resources in meeting changing demand. Virtual teams may also be seen as a response to satisfying changing social and organizational aspirations.  A range of factors are seen as contributing to the effectiveness of virtual teams and these include technology, trust, sharing of knowledge, empowerment and leadership. This study focuses on trust as a primary factor in achieving virtual team effectiveness, and assesses the significance of trust and the sharing of knowledge amongst team members.  Trust determines how people work together, listen to one another, and build effective relationships. When people believe that they are working for trustworthy organizations, they are willing to invest their time and talents in making a difference in an organization. People who feel more connected will invest more of themselves in their work. High trust levels lead to a greater sense of self responsibility, greater interpersonal insight, and more collective action toward achieving common goals.  However, with a lack of face-to-face contact, trust based on performance substitutes for trust based on social interaction.  Trust is a cornerstone to achieving virtual team effectiveness and from an organizational perspective this highlights the need for regular communication with team members to reinforce the culture and values of the organization.  In the age of the knowledge economy, knowledge is seen as a critical resource for competitive advantage. The willingness of team members to share knowledge with others on the team can be attributed to the strength of the trust relationship and this further enhances virtual team effectiveness.  The challenges for organizations are to understand what level of trust exists across the team, how this impacts on team effectiveness and to be able to apply interventions when seeking to increase team effectiveness.  Active and regular communications programmes, internal marketing campaigns and short surveys are approaches for developing and enhancing the trust relationship. Organizations that are unwilling or unable to use virtual teams may find themselves losing out in an increasingly competitive and rapidly changing global economic and social environment. The technology and communication advances are clear, yet enabling effective participation and team collaboration is a more complex problem.</p>

Millennial Teamwork and Technical Proficiency's Impact on Virtual Team Effectiveness

2016 ◽  
Vol 12 (3) ◽  
pp. 34-50 ◽  
Author(s):  
C. Matt Graham ◽  
Harold Daniel ◽  
Brian Doore
Keyword(s):  
Information Systems ◽  
Virtual Environment ◽  
Virtual Teams ◽  
Leadership Style ◽  
Database Management ◽  
Team Effectiveness ◽  
Natural Extension ◽  
Virtual Team ◽  
Database Management System ◽  
Technical Proficiency

The successful completion of information systems projects is already a difficult process that many times ends with projects failing to meet the information systems requirements. These requirements typically center on completing projects that perform the way initially envisioned, and delivering completed projects on time and within budget. Pressures around communication and leadership style are now compounded by the use of virtual teams. The goal of this study was to determine whether or not technical proficiency in the project-based skills, facility with database management systems development, and greater technical proficiency in coping within the virtual environment contributed to the development of greater virtual team effectiveness. This study targeted millennial students at the Maine Business School who were assigned to virtual teams tasked with developing a database management system within a virtual environment. Findings suggest that increased proficiencies in project skills will contribute to greater team effectiveness and more importantly, increased proficiencies within the virtual environment will contribute to greater virtual team effectiveness. These findings have implications for business educators and by natural extension, business practitioners as they suggest that training students and workers how to communicate, collaborate, exchange ideas, and share information better within virtual environments will improve virtual team effectiveness which should translate into greater virtual teams project outcomes.

Sign in / Sign up

Export Citation Format

Share Document