Virtual Teamwork and Commitments Impact on Project Quality

2017 ◽  
Vol 13 (4) ◽  
pp. 42-58
Author(s):  
Harold Daniel ◽  
Christian Graham ◽  
Brian Doore
Keyword(s):  
Virtual Teams ◽  
Negative Impact ◽  
Virtual Team ◽  
Short Term ◽  
Virtual Teamwork ◽  
Project Quality ◽  
Team Projects ◽  
Project Outcome ◽  
Team Project

This article examines how commitment among individuals involved in a short term, virtual team projects influence the quality of the project outcome. Results indicate that forced and habitual commitment types had a negative impact on virtual team project quality but found no evidence of the hypothesized positive influences of affective, normative or economic commitment. Findings suggest that commitment in virtual teams, particularly those virtual teams that engage in short term projects, may not exert the influence observed in co-located teams involved in longer duration projects. Further, forced and habitual commitment may actually be destructive. As such, the findings of this study suggest that for project quality to be achieved, other forces may be necessary.

Tools for Teaching Virtual Teams: A Comparative Resource Review

2017 ◽  
Vol 2 (4) ◽  
pp. 333-347 ◽  
Author(s):  
Barbara Larson ◽  
Opal Leung ◽  
Kenneth Mullane
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
Synchronous Communication ◽  
Work Skills ◽  
Professional Programs ◽  
Team Projects ◽  
Trade Offs ◽  
Comparative Review ◽  
Team Project

As the ubiquity of virtual work—and particularly virtual project teams—increases in the professional environment, management and other professional programs are increasingly teaching students skills related to virtual work. One of the most common forms of teaching virtual work skills is a virtual team project, in which students collaborate with each other at a distance (and sometimes between multiple institutions) to accomplish a shared task. These projects differ from most management topics in their technology requirements. In this comparative review, we describe the features and trade-offs inherent in some of the asynchronous and synchronous communication technology tools commonly used to run virtual team projects.

Virtual Leadership

2021 ◽  
pp. 1678-1691
Author(s):  
Christian Graham ◽  
Harold Daniel ◽  
Brian Doore
Keyword(s):  
Virtual Teams ◽  
Leadership Style ◽  
Team Effectiveness ◽  
Negative Relationship ◽  
Virtual Team ◽  
Relationship Building ◽  
Future Research ◽  
Team Project ◽  
Leadership Research

This chapter is an updated review of the results of a study completed in 2015 on leadership's impact on virtual team effectiveness and the quality of the completed virtual team project. Findings in 2015 suggested that leadership style and virtual team effectiveness did predict project quality, and specific leadership styles had a negative relationship with virtual team effectiveness. After summarizing the results of the studies purpose, methodology, and findings, the chapter concludes with a literature review of virtual team's leadership research between 2015 and present. It provides a discussion on the relationship between the previous studies' findings and what has been found since with recommendations on future research on shared leadership and relationship building in virtual teams.

Short-Term International Virtual Teams

2021 ◽  
pp. 205-227
Author(s):  
Debra D. Burleson ◽  
Uchenna Peters
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Digital Tools ◽  
Workplace Communication ◽  
Global Mindset ◽  
Short Term ◽  
Face To Face ◽  
The Us ◽  
Spatial Differences ◽  
Team Project

Workplace communication is changing exponentially, and these changes have directly impacted employees. Employees, who learned more traditional face-to-face practices, have had to adapt to a global mindset. In 2014, 3,000 managers surveyed from more than 100 countries reported that 40% of their employees spent at least half of their time on virtual teams, and over 77% of the teams were multicultural. Preparing employees and students for a global workplace that uses digital tools is challenging. The authors developed resources and tools for a 3-week virtual team project with students at universities in the US and Europe. Resources include details about assigning teams, preparing students for the virtual team experience, launching the project, and providing context for the cultural and spatial differences that students may experience.

scholarly journals USING GLOBAL VIRTUAL TEAMS TO SUPPORT A SUSTAINABILITY MINDSET IN ENGINEERING EDUCATION

2021 ◽  
Author(s):  
Anuli Ndubuisi ◽  
James Slotta
Keyword(s):  
Virtual Teams ◽  
Engineering Students ◽  
Virtual Team ◽  
Global Perspective ◽  
Mixed Methods Approach ◽  
Intercultural Competency ◽  
Team Projects ◽  
Intercultural Competencies ◽  
Successful Approach ◽  
Team Project

In an increasingly interconnected economy, future engineers require a sustainability mindset, which necessitates a global perspective, to enable them to work together with diverse partners to tackle the world’s problems in a sustainable manner. This study explores engineering students’ development of intercultural competencies within the context of culturally diverse global virtual team projects. We report on two consecutive iterations of an Intercultural Competency Module (ICM) delivered within a global virtual team project setting, in which engineering students are engaged in collaborative technical projects. Each study iteration comprised of a presurveyto gain insights into student’s prior knowledge and cultural background and a post-survey to determine students’ perceptions of their intercultural learning and experiences. Employing a mixed-methods approach, we found that blending ICM with global virtual team projects was a successful approach for helping engineering students acquire international experience and develop intercultural competencies in addition to technical engineering knowledge.

scholarly journals USING GLOBAL VIRTUAL TEAMS TO SUPPORT A SUSTAINABILITY MINDSET IN ENGINEERING EDUCATION

2021 ◽  
Author(s):  
Anuli Ndubuisi ◽  
James Slotta
Keyword(s):  
Virtual Teams ◽  
Engineering Students ◽  
Virtual Team ◽  
Global Perspective ◽  
Mixed Methods Approach ◽  
Intercultural Competency ◽  
Team Projects ◽  
Intercultural Competencies ◽  
Successful Approach ◽  
Team Project

In an increasingly interconnected economy, future engineers require a sustainability mindset, whichnecessitates a global perspective, to enable them to work together with diverse partners to tackle the world’s problems in a sustainable manner. This study explores engineering students’ development of intercultural competencies within the context of culturally diverse global virtual team projects. We report on two consecutive iterations of an Intercultural Competency Module (ICM) delivered within a global virtual team project setting, in which engineering students are engaged in collaborative technical projects. Each study iteration comprised of a presurvey to gain insights into student’s prior knowledge and cultural background and a post-survey to determinestudents’ perceptions of their intercultural learning and experiences. Employing a mixed-methods approach, we found that blending ICM with global virtual team projects was a successful approach for helping engineering students acquire international experience and developintercultural competencies in addition to technical engineering knowledge.

Millennial's Virtual Teamwork and Technical Proficiencies Impact on Project Quality

2017 ◽  
Vol 13 (1) ◽  
pp. 10-26 ◽  
Author(s):  
C. Matt Graham ◽  
Harold Daniel
Keyword(s):  
Information Systems ◽  
Virtual Environment ◽  
Virtual Teams ◽  
Virtual Teamwork ◽  
Project Quality ◽  
Project Outcomes ◽  
Software Skills ◽  
Technical Proficiency ◽  
The Relationship

The development of information systems continues to be a difficult process that frequently ends in failing to meet the projects goals. The processes involved in developing information systems are now compounded by the use of virtual teams. The goal of this study was to determine whether technical proficiencies, project skills in using database development software and technical skills in using the virtual environment, contributed to higher quality projects. The study attempted to address two hypotheses: 1) that increased proficiency in projects skills (Database Software skills) will contribute to greater project quality and 2) that increased proficiency within the virtual environment will contribute to greater project quality. Findings suggest that technical proficiencies in projects skills do contribute to greater project quality however the technical proficiency in the use of virtual environments does not. The relationship between proficiency in project skills and the quality of project outcomes is weak; suggesting that other variables not investigated in this study may exert a more powerful influence on project outcomes.

Virtual Leadership

2019 ◽  
pp. 422-435
Author(s):  
Christian Graham ◽  
Harold Daniel ◽  
Brian Doore
Keyword(s):  
Virtual Teams ◽  
Leadership Style ◽  
Team Effectiveness ◽  
Negative Relationship ◽  
Virtual Team ◽  
Relationship Building ◽  
Future Research ◽  
Team Project ◽  
Leadership Research

This chapter is an updated review of the results of a study completed in 2015 on leadership's impact on virtual team effectiveness and the quality of the completed virtual team project. Findings in 2015 suggested that leadership style and virtual team effectiveness did predict project quality, and specific leadership styles had a negative relationship with virtual team effectiveness. After summarizing the results of the studies purpose, methodology, and findings, the chapter concludes with a literature review of virtual team's leadership research between 2015 and present. It provides a discussion on the relationship between the previous studies' findings and what has been found since with recommendations on future research on shared leadership and relationship building in virtual teams.

Fault Lines in Virtual Team Leadership and Team Performance in Undergraduate Virtual Team Short-Term Projects

2021 ◽  
Vol 17 (1) ◽  
pp. 1-14
Author(s):  
Christian Graham ◽  
Harold Daniel
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Negative Impact ◽  
Team Leadership ◽  
Virtual Team ◽  
Short Term ◽  
Virtual Team Leadership ◽  
Negative Findings ◽  
Fault Lines ◽  
The Relationship

This article provides a literature review on virtual team leaderships impact on project quality, team effectiveness, and team commitment to short-term projects. The authors summarize several negative findings related to virtual teams and posit that these negative outcomes contribute to the negative impact of organisational fault lines. The article concludes by exploring a theoretical model on the relationship between fault lines in virtual teams and team performance. The authors specifically propose that transformational leadership in virtual teams will positively moderate this relationship.

Cross-Cultural Virtual Team Projects

2021 ◽  
pp. 86-107
Author(s):  
Anuli Ndubuisi ◽  
Elham Marzi ◽  
James Slotta
Keyword(s):  
Virtual Teams ◽  
Intercultural Competence ◽  
Global Economy ◽  
Engineering Students ◽  
Virtual Team ◽  
Project Based Learning ◽  
Virtual Collaboration ◽  
Team Projects ◽  
Intercultural Competencies ◽  
Before And After

Future engineers require global and intercultural competencies to prepare them to work in an increasingly multicultural, digitized, and interdependent global economy. To enhance engineering students' international exposure, awareness, and cultural experiences, the authors developed a unique international virtual team program that engaged students in collaborative project-based learning with peers around the world. Each virtual team consisted of multidisciplinary students from various countries and institutions. The students' knowledge and understanding of intercultural competence were evaluated before and after the program to ascertain its impact on their understanding of intercultural sensitivities and collaboration in virtual teams. Recommendations for learning enhancements were proposed. The authors found the integration of intercultural content with the global virtual team projects to be a successful strategy for helping engineering students build intercultural competencies and virtual collaboration skills, in addition to technical engineering knowledge and experience.

Project Quality of Off-Shore Virtual Teams Engaged in Software Requirements Analysis

2009 ◽  
pp. 2115-2136
Author(s):  
Dhruv Nath ◽  
Varadharajan Sridhar ◽  
Monica Adya ◽  
Amit Malik
Keyword(s):  
Virtual Teams ◽  
Computer Mediated Communication ◽  
Requirements Analysis ◽  
Exploratory Research ◽  
Mediated Communication ◽  
Software Projects ◽  
Project Quality ◽  
Analysis Phase ◽  
Emerging Trends

The off-shore software development companies in countries such as India use a global delivery model in which initial requirement analysis phase of software projects get executed at client locations to leverage frequent and deep interaction between user and developer teams. Subsequent phases such as design, coding and testing are completed at off-shore locations. Emerging trends indicate an increasing interest in off-shoring even requirements analysis phase using computer mediated communication. We conducted an exploratory research study involving students from Management Development Institute (MDI), India and Marquette University (MU), U.S.A. to determine quality of such off-shored requirements analysis projects. Our findings suggest that project quality of teams engaged in pure off-shore mode is comparable to that of teams engaged in collocated mode. However, the effect of controls such as user project monitoring on the quality of off-shored projects needs to be studied further.

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