Conflict, Value Diversity, and Performance in Virtual Teams

While most studies investigating culture in the context of conflict in teams have been using culture dimensions such as collectivism this study centers on another measurement of culture, namely individual values. In this investigation we examined how individual value diversity influences the relationship between team conflict and performance in virtual teams. Assessing two types of conflict, namely task and process conflict, the results revealed that task conflict had no unique effect beyond the impact of process conflict. Contrary to previous findings relating to group culture, this study found that value diversity has no influence on the relationship between conflict and performance in virtual teams. While individuals come to groups with their own values, they may be less powerful predictors of their behavior in groups where there are strong prevailing group values and norms to act a certain way

SMEs: ERP or virtual collaboration teams

Small firms are indeed the engines of global economic growth. Small and Medium Enterprises (SMEs) play an important role to promote economic development. SMEs in the beginning of implementing new technologies always face capital shortage and need technological assistance. Available ERP systems do not fulfil the specific requirements of Small firms. SMEs has scarce resources and manpower therefore many SMEs don?t have the possessions to buy and operate an ERP System. On the other hand competition and competitiveness of SMEs have to be strengthened. This paper briefly reviews the existing perspectives on virtual teams and their effect on SMEs management. It also discusses the main characteristics of virtual teams and clarifies the differences aspects of virtual team application in SMEs. After outlining some of the main advantages and pitfall of such teams, it concentrates on comparing of ERP and virtual collaborative teams in SMEs. Finally, it provides evidence for the need of ?Software as a Service (SaaS)? where an application is hosted as a service provided to customers across the web for SMEs as an alternative of ERP. It has been widely argued that ERP disadvantage in SMEs such as administrative expenditure and cost, isolated structure, severe lack of software flexibility, insufficient support of SMEs business and high operating cost, lead SMEs to use virtual collaborative team which is net work base solution

Impacts of team virtuality on performance : a qualitative study.

Recent studies on virtual teams reveal that team virtuality varies in a continuum and may take different levels. Different levels of virtuality have considerable impacts on team processes and management as they imply several characteristics concerning communication dynamics and interaction styles, which change when shifting from one level to another. The purpose of this paper is to assess how the variability of team virtuality influences team performance. A multidimensional approach to evaluate virtuality was elaborated to identify changing performance variables at each level. The performance variables retained with relevance to the context study are: output quality, team members` satisfaction, and team processes. A qualitative study was conducted on 6 virtual teams composed of 4 students involved in on-line master degrees at a French university. The results show that performance measures are differently influenced by virtuality level. Although output quality seems not to be related to team virtuality, effective team processes and members’ satisfaction are associated with low virtuality levels. Ineffective processes were found in high virtuality teams, however positive dynamics and tem spirit characterise low virtuality teams.Télétravail; Virtual team performance; Team processes; performance; Equipes virtuelles; E-management; Telework;

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

Innovation and R & D activities in virtual team

Innovation plays a central role in economic development, at the regional and national level. In the competitive environment companies are obliged to produce more rapidly, more effectively and more efficiently in new product development, which is a result of research and development (R&D) activities. It is necessary for them to put together different capabilities and services with the goal, through cooperation between suppliers and customers, service providers and scientific institutions to achieve innovations of high quality. Depending on the type of industry, the type of business, the type of innovation and the strategic objectives that have been set, firms will regularly have to modify the way in which their R\&D and innovation are organized. Nowadays, shift from serial to simultaneous and parallel working in innovation has become more commonplace. Literature's have shown that collaboration is as a meta-capability for innovation. By a comprehensive reviewing of literature this article after define virtual teams and its characteristics, addressing virtual environment innovation and the relationship to R&D activities. Finally conclude that innovation cannot be successful, unless the knowledge and information in the R&D project are effectively captured, shared and internalized by the R&D project?s virtual team members

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

Communication in an "Officeless firm"

New technologies permit new types of organisations. This article describes and analyses one such organisation, an "officeless firm", where all employees work from their own homes and there is no central office. Drawing upon observations and interviews, the modes of communication and the nature of the interpersonal relationships that have permitted this organisation to succeed are described, along with the challenges that face this organisation in the future as it attempts to grow

Virtual teams: A literature review

In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified and extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted.Virtual team, Literature review, Effective virtual team,

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

New Knowledge in Global Innovation Teams

In multinational enterprises (MNEs), global innovation teams are used increasingly to pool knowledge from different international subsidiaries. While it is fairly well described how subsidiaries fulfill product and know-how mandates, how parents and subsidiaries may/should interact and why team diversity is desirable from the corporate standpoint (i.e. to strengthen corporate culture), little is known about the possible innovation and technology knowledge-related benefits global innovation teams offer. In this paper, it is proposed that resources, customer knowledge, knowledge diffusion, and knowledge protection play a crucial role in a MNEs decision to deploy a global innovation team. Results from four case studies and two expert interviews show that there are indeed significant reasons for a global team deployment within innovation projects.Global Teams; Innovation; Knowledge Creation