Knowledge Sharing Across Time Zones: Experiences of Diverse Virtual Team Managers

2020 ◽  
Author(s):  
Amy Jarrell ◽  
Michael Neubert ◽  
Daphne Halkias
Keyword(s):  
Knowledge Sharing ◽  
Virtual Team ◽  
Time Zones

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.

The Perceptions of Collaborative Technologies Among Virtual Workers

2011 ◽  
pp. 150-166
Author(s):  
Frankie S. Jones
Keyword(s):  
Qualitative Research ◽  
Visual Cues ◽  
Virtual Team ◽  
Future Research ◽  
Time Lags ◽  
Team Members ◽  
Research And Practice ◽  
Qualitative Research Study ◽  
Collaborative Technologies ◽  
Time Zones

This chapter discusses the findings of a qualitative research study which explored how collaborative technologies facilitate or inhibit the work of 12 virtual workers. Overall, participants perceived collaborative technologies as helpful to facilitating their work but mentioned a number of challenges inherent in each. For example, asynchronous technologies afford the ability to respond at one’s leisure, but this affordance may generate misconceptions when time lags occur. Synchronous technologies such as online meeting tools with video enhance meetings by affording the communication of visual cues but pose the challenge of coordinating the schedules of virtual team members or clients dispersed across global time zones. Participants also revealed that certain technologies were more appropriate for certain tasks. Finally, the chapter relates the results of this study to previous research on technology-enhanced work and lists implications for future research and practice.

Effective Virtual Teams

Virtual Teams ◽  
2011 ◽  
pp. 120-230 ◽  
Author(s):  
Tammie D. Hertel
Keyword(s):  
Knowledge Sharing ◽  
Virtual Teams ◽  
Data Aggregation ◽  
Role Model ◽  
Virtual Team ◽  
Technology Support ◽  
Collaborative Technologies ◽  
Recognition Systems ◽  
Reward And Recognition

It is likely that employees will work on a virtual team at some point in their careers. However, it is questionable how effectively organizations, training, and technology support the needs of virtual teams. Organizations must communicate what collaborative and knowledge-sharing behaviors are expected, establish reward and recognition systems that reinforce those behaviors, ensure that employees have the skills and tools required to fulfill those expectations, and develop managers that role model and reinforce the desired behaviors. Collaborative technologies must also become more self-managing, provide more compelling asynchronous capabilities, and consider that individuals may be part of many teams, thereby requiring better data aggregation and visualization.

Setting the Stage for Virtual Team Development: Designing Teams to Foster Knowledge Sharing

2014 ◽  
Vol 2014 (1) ◽  
pp. 17244 ◽  
Author(s):  
Michael R. Parke ◽  
Elizabeth Margaret Campbell ◽  
Kathryn M. Bartol
Keyword(s):  
Knowledge Sharing ◽  
Virtual Team ◽  
Team Development

scholarly journals Knowledge sharing in virtual teams: A research in information technology companies in Vietnam

2020 ◽  
Vol 7 (1) ◽  
Author(s):  
Huynh Thi Minh Chau ◽  
Nguyen Manh Tuan ◽  
Hang Le Cam Phuong
Keyword(s):  
Social Capital ◽  
Information Technology ◽  
Knowledge Sharing ◽  
Virtual Teams ◽  
Team Performance ◽  
Virtual Team ◽  
Positive Effects ◽  
Cognitive Social Capital ◽  
Information Technology Companies ◽  
Structural Social Capital

Nowadays, virtual teams bring both benefits and drawbacks to companies, especially to information technology companies. Improving virtual team performance is a requisite to speed up the development of information technology companies. This article conducts quantitative research on virtual team members in Vietnam’s information technology companies to investigate the relationships between social capital, risk of opportunistic behaviors, knowledge sharing, and team performance in the situation of virtual teams. The study uses SPSS and AMOS to analyze data collected from 268 valid samples. We find out a reliable 15-variable scale which can be used to measure structural social capital, cognitive social capital, rational social capital, risk of opportunistic behaviors, knowledge sharing and virtual team performance. The results show the positive effects of structural social capital and cognitive social capital on knowledge sharing and virtual team performance. The findings also reveal the negative effects of risk of opportunistic behaviors on knowledge sharing and virtual team performance and a positive correlation between knowledge sharing and virtual team performance. This article can be used as a reference for managers to build solutions for improving virtual team performance in information technology companies in Vietnam.

scholarly journals Building a Global Education Collaboration Model Using Experiential Learning: A Fresh Look at Developing Intercultural Competence

2019 ◽  
Vol 5 (1) ◽  
pp. 7-12
Author(s):  
Bernadette Höß ◽  
Michael Wasserman ◽  
Sandra Fisher
Keyword(s):  
International Education ◽  
Intercultural Competence ◽  
Global Education ◽  
Process Model ◽  
Virtual Team ◽  
Project Based Learning ◽  
Global Business ◽  
Joint Project ◽  
Time Zones ◽  
Virtual Projects

Adapting to global business and interpersonal differences is a challenge in both higher education and industry. International education generally seeks to improve student intercultural competence; that is, improving an individual’s ability to work with an international mix of colleagues, customers, and suppliers. Nevertheless, there are many examples where these educational efforts fail. This paper explores virtual team projects, where team members at partner schools in Germany and the U.S. worked together on a joint project, as a mechanism to enhance international education and development of intercultural competence. Using interview and qualitative survey data, we find that these virtual projects offer the opportunity to access different perceptions of problem statements, products and procedures, and apply unique resources and knowledge. We add to the literature by exploring both tools and processes to address improved virtual team collaboration through the lens of intercultural competence. Currently, there are many tools which allow cost-effective communication and document exchange (e.g. Slack, Google Drive, Skype) and facilitate virtual projects. We explore several challenges: the geographical distance (e.g. time zones) combined with cultural distance (e.g. different norms, values, and language) make it hard to establish an intensive, trusting work environment. As global networking increases, universities can better prepare students using cross-cultural project-based learning – a process – that involve university partnerships beyond reciprocal on-campus residencies. We offer a process model and four experiential project-based learning ideas designed to develop cultural competence and virtual team skills, and that address challenges such as differences in academic calendars, student work styles, time zones, and educational norms.

scholarly journals Effectively Managing Universally Disseminated Virtual Team: Challenges and Mitigation Strategies

2019 ◽  
Vol 9 (1) ◽  
pp. 1018-1019
Keyword(s):  
United Arab Emirates ◽  
Technical Assistance ◽  
Virtual Team ◽  
Health Department ◽  
Mitigation Strategies ◽  
Web Based ◽  
Time Zones ◽  
Web Based System ◽  
Experienced Team ◽  
Geographical Locations

Corporate Institutions, Bureaucracy, Health Department mostly all, dependent on teams which are scattered in various geographical locations, in which interface and association happens in dispersion through geographically-disseminated and culturally-distinct people. The teams may locate on different continents, but they are all organized by a single company and work for single goal. Even experienced team participation with technologies does not guarantee that the virtual team will reach the final product as expected. The finest technology even cannot function if suppose the virtually scattered people are not adapted for the challenges posed by functioning in different time zones and imperial boundaries. People working from Europe for a task and some other from USA need to communicate with people in United Arab Emirates, they may use experienced and easy Web-based system which includes version control, alert and information services while working on pieces of code. People may face challenges in knowledge sharing communication like joining in calls due to language obscurity, but the management definitely could share and allocate appropriate task to people in various places in email or through some other texting applications. The list of importance of Virtual team and how the challenges can be mitigated to achieve the expected goal with some technical assistance are described.

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