Communication Context-Dependent Technology Use in Virtual Teams

Global virtual teams (GVT) are increasingly using virtual workspace technology (VWT) which allow for multiple forms of interaction between team members. However, there is limited empirical and theoretical research on how the use of these technologies depends on the communication context of the teams. We extend recent theorizing about technology support for virtual communication to suggest that VWTs afford team members different forms of interaction. Further, we suggest that, to achieve better performance, teams choose interaction forms (using VWT) that match their communication context. More specifically, we propose that GVTs vary particularly along two dimensions of communication contexts: diversity and task innovativeness, and that VWTs can be used for two forms of interaction: virtual co-presence and knowledge evolution. We hypothesize that higher performing GVTs with high diversity use VWT for virtual co-presence and higher performing GVTs with high innovativeness of task use VWT for knowledge evolution. Data from 54 GVTs provide empirical support for our hypotheses

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

Impact of Information and Communication Technology (ICT) on construction projects

The changing face of construction projects has resulted in a movement towards the use of technology as a primary means of communication. The consequences of this rise in the use of information and communication technology (ICT) is a loss of interpersonal communication skills. A number of resulting issues within the human – electronic and human – human interfaces are identified in an attempt to define the efficiency of communication in projects. The research shows how ICT effects the social environment of construction project teams and the project outcome. The study seeks to confirm the need for further work in order to develop new forms of communication protocols and behaviour. An initial literature review was undertaken to develop a theoretical review of the impacts of ICT on construction project teams. This review identified a number of issues that were then tested in the field through an observation and two verification interviews. The research confirms the existence of tensions and conflicts in the human – electronic and human - human communication interfaces within the studies environment. It is proposed that the increasing use of ICT occur at the expense of soft system communication. The principal impact of this is a form of ‘human distraction’ which adversely affects the performance of project teams. There is limited theory exploring these issues that suggests the problems identified are not well understood and consequently indicates a gap in knowledge

A Cost-Benefit Analysis of Face-to-Face and Virtual Communication: Overcoming the Challenges

Virtual communication has become the norm for many organizations (Baltes, Dickson, Sherman, Bauer, & LaGanke, 2002; Bergiel, Bergiel, & Balsmeier, 2008; Hertel, Geister, & Konradt, 2005). As technology has evolved, time and distance barriers have dissolved, allowing for access to experts worldwide. The reality of business today demands the use of virtual communication for at least some work, and many professionals will sit on a virtual team at some point (Dewar, 2006). Although virtual communication offers many advantages, it is not without challenges. This article examines the costs and benefits associated with virtual and face-to-face communication, and identifies strategies to overcome virtual communication\u27s challenges

Virtual teams for new product development: an innovative experience for R&D engineers

New interaction tools such as internet allow companies to gain valuable input from research and development (R\&D) engineers via virtual teams. Consequently, engineers also get more expertise in diminutive time frames. Virtual R\&D teams present the key impetus to the technology acquisition process. The present knowledge-economy era is characterized by short product life-cycles. Virtual R&D teams may reduce time-to-market, make available a large pool of new product know-how and provide greater flexibilities, which are the key success factors in a competitive market. This comprehensive review contains almost 100 references and covers the recent literature with emphasis on the topic. The review has focused on authentic and reputed publications and extracts the results. This article presents the type of virtual teams and their main features and explains how virtual R&D team can play a prominent role in developing new products. The article is evolved future study guideline and also illustrates how to apply virtual interaction tools and integrate engineers into the innovation process. Management of virtual R&D teams in new product development (NPD) processes in an innovative, effective and efficient is of a high importance, but the issue has been poorly addressed in the previous studies. Findings show that virtual R&D team provides valuable input for new product development and R&D engineers are able to attain virtual experience

Project Quality of Offshore Virtual Teams Engaged in Software Requirements Analysis: An Exploratory Comparative Study

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), USA 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

Testing Hollnagel's contextual control mod

Please contact publisher for further reprinting or re-useThis article sets out to test the hypothetical COtext and COntrol Model (COCOM) developed by Hollnagel (1993). Essentially, Hollnagel develops the argument that team behavior should be analyzed at a macro, rather than micro, level. He proposes 4 principal models of team activity: strategic, tactical, opportunistic, and scrambled. These modes of team behavior vary in terms of the degree of forward planning (highest in the strategic mode) and reactivity to the environment (highest in the scrambled mode). He further hypothesizes a linear progression through the modes from strategic to tactical to opportunistic to scrambled, depending on context, and vice versa. To test the COCOM model, we placed teams of people in a simulated energy distribution system. Our results confirm Hollnagel's hypothesized model in 2 main ways. First, we show that the team behavior could be categorized reliably into the 4 control modes and this provided a useful way of distinguishing between experimental conditions. Second, the progression between control modes conformed to the linear progression as predicted. This research provided the first independent test of the COCOM model and lends empirical support to the hypotheses

Exploiting connectedness in the informatics curriculum

The power of modern communication technology gives us an opportunity, as Informatics educators, to enhance our ability to develop our students' skills in virtual teamworking. We discuss why virtual teamworking is as relevant for students in traditional campus-based universities as it is in a distance learning context. We highlight some of the questions to be answered, and some of the problems to be overcome, in the context of our experiences in designing and delivering a virtual teamworking course at the UK Open University