Teaching and Learning about Virtual Collaboration: What We Know and Need to Know

Virtual collaboration is an essential skill in today’s organizations, but where and how do people learn it? What do we know about teaching and learning with respect to virtual collaboration? We examined this question from multiple perspectives: (1) best practices in virtual teams, in order to provide the content of what might be taught about virtual collaboration; (2) best practices in teaching techniques and in technology use, which provides guidance for how the material might be taught; and (3) examples of current practice in this area, which gives an idea of what is being taught. The combination of literature review and informal survey of current practice provides a foundation for discussion and speculation on how we might accelerate efforts to help people become highly effective members of virtual teams

A framework for best practices in the functioning of effective virtual teams in organisations within the technology industry of South Africa

Business need required a holistic and focussed framework for best practices in the functioning of effective virtual teams, despite the fragmented nature of empirical studies in this field. This study endeavoured to explore the best practices in the functioning of effective virtual teams against four prominent and unique themes linked to purpose, processes, people and technology. The value of this study does not vest in the existence of virtual teams, but in their orderly operation, in terms of best practice and the value proposition of effectiveness. Following an exploratory qualitative strategy, the research was conducted according to the interpretivist branch of the phenomenological tradition, with a transcendental orientation in the social research field. A qualitative multi-case research design for the empirical study was selected, resulting in a non-probability sample within the software sector of the technology industry in South Africa. An original and pre-tested Lime Survey 2.0+ electronic questionnaire instrument was utilised as the instrument to collect information within a cross-sectional time horizon, to work in synchronisation with the collaborative asynchronous electronic architecture of virtual teams. Content analysis was applied to analyse data. The main findings indicated that effective virtual teams purposefully orientate themselves toward excellence through electronic management systems, a specific value system, with a knowledge seeking focus, and a seamless linkage in electronic infrastructure, applications, and platforms which contribute to the functionality of the effective virtual team. The main recommendations were that a pre-existing, functional, collaborative, integrated, electronic management system is regarded as the primary step in founding an effective virtual team. The focus of organisational leadership should be to embrace a holistic value system approach encapsulating specific elements of excellence, such as trust and independence. Human networking practices pursuing and sustaining knowledge are regarded as the key enabler for functioning of effective virtual teams. Lastly, a focussed seamless interface between the various electronic applications, platforms and infrastructures is recommended.Human Resource ManagementD. Com. (Human Resource Management

Effective leadership to manage virtual teams in multinational companies

Global competition and advances in technology are leading to the explosion of virtual teams in order to execute business strategies. Adoption of permanent virtual team structures enables companies access to best talent with rich cultural diversity as a form of competitive advantage. This new way of working brings forth challenges regarding leadership. The main purpose of this research was to identify perceptions on the leadership preferences and important factors enabling or inhibiting the effective leadership to manage virtual teams. Two types of data collection methodologies were used, namely, qualitative and quantitative in two phases. The first phase was to gain in-depth knowledge on the themes and constructs to be used to develop the questionnaire. The survey for the second phase took the form of self-administered quantitative questionnaires. In total 59 responses were received; 13 virtual managers, 23 virtual subordinates and 23 respondents who were both virtual managers and virtual subordinates. The outcome revealed that soft leadership skills are core to the success of virtual teams. There was a consistent view on findings between managers, subordinates and respondents who are both managers and subordinates. By understanding the relative importance of key skills, enablers and inhibitors, virtual managers will be able to demonstrate the different leadership qualities and practices required to effectively lead virtual teams. The key finding of the study was that at the crux of effective leadership in virtual teams is the ability for managers to display socio-emotional capabilities.Dissertation (MBA)--University of Pretoria, 2010.Gordon Institute of Business Science (GIBS)unrestricte

Working with Global Virtual Teams: A Case Study Reality Check on Intercultural Communication Best Practices

In today’s global workplaces, when best practices in intercultural communication are not implemented or fail to live up to their promise, team reality checks can be a sobering reminder of the many interwoven complexities of international business communication. This global virtual team (GVT) case study highlights best practices and compares realities related to execution. The discussion includes strategies for effective intercultural teams and reflections on how the multiple roles one may be playing – of researcher, educator or practitioner – influence one’s perspective. This article will discuss two facets of this intercultural communication case: first, it highlights recommendations and strategies from a qualitative research study of native and non-native English speakers’ challenges with language, culture, technology and collaboration on GVTs in the workplace; and, second, it reflects on the challenges and realities faced in putting the recommendations and strategies into practice. The challenges are both organizational constraints and those driven by and observed through the author’s multiple roles. Some practical mitigating strategies are suggested to balance the constraints. Finally, the need for further similar inquiries and collaborative stakeholder partnerships is highlighted

Success remotely:a case study of Meskula Oy

Abstract. Digitalization has been a guiding force for change and development across multiple industries, organizations, and roles in the modern era. In the context of business studies, the varying effects of digitalization have been analysed, for example, from the perspectives of change management, digital transformation, strategy, organizational culture, and leadership. As the modern workforce relies on different technologies in increasing numbers, the relevance of effective leadership in the e-world is gaining momentum. Although leadership in the digital era, otherwise referred to as e-leadership, has been studied since the turn of the century, the Covid-19 pandemic suddenly made remote working practices drastically mundane, introducing virtual work to the everyday life for many. However, research suggests that there remains significant doubt both in managers beliefs in their own virtual management skills, as well as, in the capabilities of employees to work online. Research has proven that virtual working arrangements are hardly a sole upgrade to existing practices, but pose several challenges for effective communication, trust building, performance management, and ethics. However, companies aim to benefit from the other side of the coin in increasing numbers when scouting for the best talent across country boarders, establishing faster response and decision- making processes, implementing around the clock services, saving on office space, and reducing emissions caused by commuting. Reaping the benefits of virtual working arrangements thus calls for effective management practices to overcome the challenges presented by the e-world. Academia has presented shared forms of leadership as a solution for tackling the downsides of virtual work when increased autonomy of employees results in reduced need for formal supervision. However, the ways to ensure successful implementation of such forms of leadership as well as the role of the formal leader remain scantly explored. This study aims to contribute to the academic discussion surrounding shared forms of leadership in the context of virtual teams by examining a company where shared leadership is a strategic tool to manage a fully virtual organization. The results of the study provide further support for shared leadership as a way to tackle the challenges emerging from virtual working arrangements, while additionally shedding light into the success factors for successfully implementing shared leadership. The results also pave way for understanding what exact behaviours should remain the responsibility of formal leadership

Necessary skills and practices required for effective participation in high bandwidth design team activities

Technology is continually changing, and evolving, throughout the entire construction industry; and particularly in the design process. One of the principal manifestations of this is a move away from team working in a shared work space to team working in a virtual space, using increasingly sophisticated electronic media. Due to the significant operating differences when working in shared and virtual spaces adjustments to generic skills utilised by members is a necessity when moving between the two conditions. This paper reports an aspect of a CRC-CI research project based on research of ‘generic skills’ used by individuals and teams when engaging with high bandwidth information and communication technologies (ICT). It aligns with the project’s other two aspects of collaboration in virtual environments: ‘processes’ and ‘models’. The entire project focuses on the early stages of a project (i.e. design) in which models for the project are being developed and revised. The paper summarises the first stage of the research project which reviews literature to identify factors of virtual teaming which may affect team member skills. It concludes that design team participants require ‘appropriate skills’ to function efficiently and effectively, and that the introduction of high band-width technologies reinforces the need for skills mapping and measurement

Developing Global Mindset and the Impact on Virtual Teams

[Excerpt] Increasingly global and competitive in nature, today’s work environment necessitates more cooperation, collaboration, and cross-cultural understanding than ever before. Many significant changes have altered the way companies conduct business. Companies now compete in a global economy that demands quality goods and services at competitive prices. Consumers, through increasing demand for better quality, force companies to remain competitive by providing (1) tailored solutions for specific needs and (2) responding rapidly to market changes. In this global context, speed and personalized solutions create customer growth. But how do multinational companies respond to these two often competing forces? Expanding on the concept of traditional teams, one solution has been to institute virtual teams composed of diverse members best suited to a variety of projects. Consistent with the increasingly global context in which these teams operate, members of virtual teams must be dynamic, flexible, and culturally intelligent in order to speedily deliver tailored products and services globally. Considering the increased use of virtual teams, this paper aims to explore the role of a global mindset in overcoming the challenges associated with working across cultures, especially when such teamwork occurs at a distance. Next, the differences between local and global mindsets will be discussed and essential global competencies identified. Finally, strategies for developing a global mindset in leaders and employees will be outlined

SMEs; Virtual research and development (R&D) teams and new product development: A literature review

Small and medium-sized enterprises (SMEs) are indeed the engines of global economic growth. Their continued growth is a major subject for the economy and employment of any country. Towards that end, virtual research and development (R&D) could be a viable option to sustain and ease the operations of SMEs. However, literature shows there has not been a great deal of research into the diverse characteristic of virtual R&D teams in SMEs. This article provides a comprehensive literature review on different aspects of virtual R&D teams collected from the reputed publications. The purpose of the literature review is to provide an outline on the structure and dynamics of R&D collaboration in SMEs. Specifying the rationale and relevance of virtual teams, the relationship between virtual R&D team for SMEs and new product development (NPD) has been examined. It concludes with identifying the gaps and feebleness in the existing literature and calls for future research in this area. It is argued to form of virtual R&D team deserves consideration at top level management for venturing into the new product development within SMEs

Values-Based Network Leadership in an Interconnected World

This paper describes values-based network leadership conceptually aligned to systems science, principles of networks, moral and ethical development, and connectivism. Values-based network leadership places importance on a leader\u27s repertoire of skills for stewarding a culture of purpose and calling among distributed teams in a globally interconnected world. Values-based network leadership is applicable for any leader needing to align interdependent effort by networks of teams operating across virtual and physical environments to achieve a collective purpose. An open-learning ecosystem is also described to help leaders address the development of strengths associated with building trust and relationships across networks of teams, aligned under a higher purpose and calling, possessing moral fiber, resilient in the face of complexity, reflectively competent to adapt as interconnected efforts evolve and change within multicultural environments, and able to figure out new ways to do something never done before

Virtual Teams: Work/Life Challenges - Keeping Remote Employees Engaged

Remotely located employees are quickly becoming a norm in the modern workplace in response to evidence that telecommuters save on costs and produce more efficiently. There are many intangible benefits also felt with the increasing prevalence of remote employees. Telecommuters are more satisfied with their work/life balance and report lower rates of job burnout. Though there are also many well-identified setbacks remotely located managers and employees may face. Employers see the most success with telecommuting by first recruiting the people best fit to fill these remote roles. However, the process of developing remote employees is a process that requires constant monitoring. The purpose of this paper is to identify the best practices being used by companies to keep remote employees engaged while simultaneously avoiding burnout