25,117 research outputs found

    Cultural diversity and information and communication technology impacts on global virtual teams: An exploratory study.

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    Modern organizations face many significant challenges because of turbulent environments and a competitive global economy. Among these challenges are the use of information and communication technology (ICT), a multicultural workforce, and organizational designs that involve global virtual teams. Ad hoc teams create both opportunities and challenges for organizations and many organizations are trying to understand how the virtual environment affects team effectiveness. Our exploratory study focused on the effects of cultural diversity and ICT on team effectiveness. Interviews with 41 team members from nine countries employed by a Fortune 500 corporation were analyzed. Results suggested that cultural diversity had a positive influence on decision‐making and a negative influence on communication. ICT mitigated the negative impact on intercultural communication and supported the positive impact on decision making. Effective technologies for intercultural communication included e‐mail, teleconferencing combined with e‐Meetings, and team rooms. Cultural diversity influenced selection of the communication media

    Team Learning: A Theoretical Integration and Review

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    With the increasing emphasis on work teams as the primary architecture of organizational structure, scholars have begun to focus attention on team learning, the processes that support it, and the important outcomes that depend on it. Although the literature addressing learning in teams is broad, it is also messy and fraught with conceptual confusion. This chapter presents a theoretical integration and review. The goal is to organize theory and research on team learning, identify actionable frameworks and findings, and emphasize promising targets for future research. We emphasize three theoretical foci in our examination of team learning, treating it as multilevel (individual and team, not individual or team), dynamic (iterative and progressive; a process not an outcome), and emergent (outcomes of team learning can manifest in different ways over time). The integrative theoretical heuristic distinguishes team learning process theories, supporting emergent states, team knowledge representations, and respective influences on team performance and effectiveness. Promising directions for theory development and research are discussed

    Leadership Communications Strategies for Enhancing Virtual Team Performance

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    The fast-growing trend of using virtual teams comes with challenges including the lack of knowledge by some virtual team leaders for managing virtual teams. The purpose of this single case study was to explore the communication strategies that leaders use to manage virtual teams in real time to enhance team performance. The sample was composed of 4 successful virtual team leaders of a multinational accounting firm whose headquarters is in the northeastern region of the United States of America. The conceptual framework that guided this study was Tuckman\u27s small group developmental model. Data consisted of semistructured interviews and the review of archival company documents. The interview protocol, interview transcription, member checking, and methodological triangulation allowed for data reliability and validity. Five themes emerged regarding completion of the 4 stages (comprehension, synthesizing, theorizing, and recontextualizing) of data analysis: time synchronization, face-to-face interaction, continuous training, communication tools and frequency, and leadership training and development. The findings of this study could contribute to social change enhancing communication strategies used in virtual teams, which could result in higher employee satisfaction, which in turn could benefit the organizations and virtual employees, their families, and communities

    Conflict, Leadership, and Performance: What Virtual Team Members Need to Know

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    Conflict and leadership are both individually well-studied elements of group development. In this paper we seek to understand how leadership and conflict coexist within a team’s development and what the temporal context is within which they emerge for higher- versus lower-performing teams. In order to investigate this question we collected survey data, message postings and performance scores for 22 virtual teams over an 11-week period. Our results suggest that high-performing teams experience less relational conflict, engage in more task leadership, and respond more promptly to conflict with appropriate leadership behaviors. We situate these findings in the context of what virtual team members need to know

    Critical analysis of interpersonal trust determinants in virtual teams, working in capability planning in the identification of capability gaps or needs, to provide required future military capability in the UK’s MOD

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    The United Kingdom’s Ministry of Defence (MOD) balances defence policy aspirations and available resources through the capability planning process. Arguably, the cornerstone of this process is the cross-functional integration of skills and capabilities across defence. This is realised through a construct of Virtual Teams (VTs) called Capability Planning Groups (CPGs). Literature on the topic of interpersonal trust in VTs highlights the development of trust as a key element, if not the most significant, in pursuing desired outcomes. Furthermore, literature on this topic, in a defence context, is scarce. This thesis undertakes a specific research approach, in accordance with its aim: To develop a critical analysis of interpersonal trust determinants in VTs, working in capability planning for the identification of capability gaps or needs, to provide required future military capability. Consequently, three research questions are investigated: What are the pertinent determinants of interpersonal trust in the CPG?; What, if any, are the issues surrounding those determinants within the CPG?; and, What risks are there, beyond the interpersonal relationships, which could influence the trust behaviour of CPG members? A critical review of pertinent literature is followed by the development of a research methodology under a phenomenological paradigm. Building from this, fieldwork was undertaken in two phases. As a result of semi-structured interviews to the members of a number of CPGs, the way in which interpersonal trust is generically perceived was conceptualised, and confirmation of the interpersonal trust determinants considered in an adapted model of interpersonal trust in CPGs was provided. In addition, a cross-case analysis allowed the integration of the data gathered, in order to identify target areas to be covered in the second wave of data collection. Subsequently, in Phase II, information was gathered through a survey questionnaire addressed to the whole population under consideration, in order to increase the robustness of the study, by confirming and providing further insights about key issues identified, as well as underpinning more powerful conclusions. From this, interpersonal trust determinants pertaining to the CPGs, as well as the issues and risks regarding interpersonal trust, were asserted. A major finding was the conceptualisation of these issues and risks, because they are critical in determining if a specific behaviour will be taken. Moreover, as highlighted in the Defence Reform Report (2011), some of these are already identified as very real concerns, and appear as structural or enduring problems at MOD level. These elements are deemed a central focus for future research, because of their significance as contextual variables that have to be addressed in order to stimulate interpersonal trust and, consequently, improve performance in the CPGs. As the use of VTs is considered most likely to increase over time in MOD organisations, the findings from this research will be useful to all personnel involved in capability planning, and other cross-functional activities. In particular, it could inform the design of organisational processes and systems as capability management is taken forward. Finally, the issues and risks associated with such virtual trust are asserted as not believed to be a manifestation of dysfunctional strategic planning because defence organisations can have clarity of purpose, can have clear direction, and yet still send competing messages. Paradoxically, that is the weakness of being strong. The analysis suggests that action has to be taken in order to stimulate interpersonal trust, because it is important to avoid or mitigate negative effects of contextual variables influencing CPGs. To this end, it is crucial to understand the role that interpersonal trust plays in the cross-functional work that is critical for the successful integration of skills and capabilities, and to ensure that people involved in capability planning and other cross-functional activities are assisted in understanding the nature of this challenging and complex context

    An exploration of the impact of an online MBA course on intercultural sensitivity development

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    While research on online MBA courses is growing rapidly, teaching specific skills using online delivery formats is a relatively new stream of research in graduate business education. In this study, adult learning methods such as experiential activities, discussion, teamwork, and action learning were used in a seven-week online MBA course to explore in what ways intercultural sensitivity could be developed. A two-trial, pretest-posttest research mixed methods design was implemented in the summers of 2004 and 2005 at a Midwestern Jesuit university. Quantitative and qualitative data were gathered and analyzed from thirty-eight participants (N=38). First, quantitative analysis of pretest-posttest scores from the Intercultural Development Inventory (IDI) (Hammer & Bennett, 1998, 2002, 2004), and demographic variables, revealed that sixty-eight percent (68%) of participants developed greater intercultural sensitivity while age, gender, and degrees of course engagement were predictors of IDI score change. Second, qualitative analysis of survey data found that the quality of virtual teamwork impacted perceived learning outcomes and most participants found the online MBA course to be a useful and complementary addition to traditional MBA face-to-face courses. Finally, six case studies were developed to explore IDI stage shift and construct explanatory schemas. Conclusions suggest that coping strategies, cooperative/collaborative efforts, flexible cognitive orientations, course engagement, introspective reflection, and cultural curiosity were factors that impacted intercultural sensitivity development. The results of the study confirm that intercultural sensitivity can be learned and measured using an online delivery format and the IDI. Recommendations to further develop this online MBA course include: 1) expand length of course, 2) incorporate role of intercultural coach, 3) include synchronous components, 4) provide clearer course expectations, 5) structure purposeful teams, and 6) enrich course content. Four directions for future research that emerged from the study include testing course effectiveness using larger graduate student samples, examining the effects of different team composition on intercultural sensitivity development, comparing a blended learning environment with purely online delivery, and conducting longitudinal studies to measure behavioral change

    Effective Strategies for Building Trust in Virtual Teams

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    Virtual teams often fail to achieve their objectives because virtual team leaders lack strategies for nurturing trust among dispersed team members. The purpose of this single case study was to explore strategies virtual team leaders in large corporate banks use to build trust among virtual team members. The population of this study included 6 virtual team leaders from a large corporate bank located in the northeast region of the United States. The interpersonal trust theory was the conceptual framework of this study. Data were collected via semistructured telephone interviews and review of company documents. The data analysis process included content analysis and thematic analysis for theme identification. Data analysis revealed four themes related to strategies that leaders of virtual teams can use to build trust among team members: reliable technology, effective communication, teamwork and participation, and respect for people and culture. A fifth theme emerged related to barriers to trust strategies. The implications for positive social change include the potential to improve work environments for virtual team members isolated because of the absence of a social context

    Virtual collaboration: improving communication in the South African construction industry

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    A research report submitted to the School of Construction Economics and Management Faculty of Engineering and the Built Environment, University of Witwatersrand 15 February 2018This thesis aims to explore the impact of virtual communication among professionals within the South African construction industry by analysis of responses to a distributed questionnaire and interviews which will highlight trends and hindrances to effective communication. It hopes to answer the key question of key factors affecting virtual communication from a global perspective to that of the current South African state in order to improve future forms of ICT to maintain and enhance global competitiveness. To date, many construction organisations are autocratic and have a hierarchical organisational structure, which is often static and unable to change to current market needs. However, there is a growing trend for organisations to form specialised decentralised teams. These units are dynamic and are more flexible with knowledge transfer allowing their organisation to adapt to the ever changing global market. One particular adaptation in the construction industry is in information communication technology (ICT) which has resulted in organisations becoming more globally competitive. ICT is becoming more widely used in the construction project life cycle. While the development of virtual collaborations has allowed for companies to be globally competitive, there are areas in need of improvement such as communication and information processing. The use of current communication methods and processes are technologically driven and do not consider the individual’s psychological aspects. Social interaction within a workplace is important with a move away from autocratic information dissemination. These aspects have a direct effect on project delivery efficiency; productivity of labour force; as well as quality of the final product. There is a distinct shift in the use of different media for communication and effective those medium has proved to be. The reluctance to change and how quickly individuals adapt to technological advancements also impact on the efficiency of communication.MT 201

    Knowledge sharing in virtual teams: The significance of psychic distance

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    Organizations are increasingly turning to the use of virtual teams as a way of responding to the rapidly changing demands of global work. Using virtual teams allows companies cost-efficient access to employees with a diverse range of expertise. However, previous studies have shown that virtual teams struggle particularly with practices related to sharing knowledge. Most research thus far has attributed these challenges to the physical separation of team members. This research will study the knowledge sharing practices of virtual teams through a novel perspective by considering the concept of psychic distance, a subjective conceptualization of distance. In the past, the concept of psychic distance has been applied to the internationalization decisions of firms. Psychic distance encompasses the individual’s perceptions of similarity or difference to distant others. These perceptions are moulded by individual, environmental and cultural factors. High psychic distance is perceived to restrict the communication and interaction of individuals, both being essential elements in organizational knowledge sharing. Thus, the objective of this research is to evaluate the significance of psychic distance in relation to knowledge sharing in virtual teams. More specifically, the research will focus on the processes of socialization and interaction as essential components of knowledge sharing in virtual teams. The research was conducted as a case study focusing on four virtual teams within an industrial organization. The empirical data of the research was collected through seventeen semi-structured interviews conducted with the members of four virtual teams. From the interview data, four themes emerged in relation to the knowledge sharing practices of virtual teams. First, members of virtual teams described varying communication habits and the conflict situations arising from these variances. Second, the value of team-level interaction was emphasized as a means of constructing a collective identity. Third, team members described challenges related to the socialization and training of distant newcomers. Fourth, a significant connection was established between the socialization lifecycle of the team, and the changes in communication and interaction between team members. This research provides a novel insight into the relationship between psychic distance and the knowledge sharing practices of virtual teams. The results of the research suggest that the existence of psychic distance between individual team members limits the interaction and socialization processes of virtual teams, demonstrating the significant role that psychic distance holds in relation to intra-team knowledge sharing. However, the results also reveal a possible connection between psychic distance and the lifecycle of virtual teams, suggesting that psychic distance between team members is lowered as the team progresses in its lifecycle. This research acts as an initiator for further research concentrating on psychic distance in virtual teams
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