Virtual Team Collaboration: A Review of Literature and Perspectives

Along with the widespread use of information technologies (IT) and the increasing geographical span of tasks held by various organizations, Virtual Teams (VTs) rose as an alternative organizational form which has the potential to deeply change the workplace. This article provides a review of previously published work on collaboration in VTs. The review is organized around two perspectives adopted by scholars, namely technological and managerial. This analysis underlines two major constructs that leads to an efficient VT collaboration, i.e. the context in which the collaboration is held and the collaboration style. While the former is illustrated by knowledge and team characteristics, the latter is identified by technological media and leadership. Building on this classification, we suggest a model and explore future research directions with a particular attention to the implications for collaboration in organizations.Collaboration, Virtual Team, Knowledge Sharing, Literature Review

AN EXTENDED ADAPTIVE STRUCTURATION THEORY FOR THE DETERMINANTS AND CONSEQUENCES OF VIRTUAL TEAM SUCCESS

Virtual teams represent an organizational form which can revolutionize the workplace and provide organizations with unprecedented levels of flexibility and responsiveness. Extant reviews on virtual team research lack in two important aspects: First they do not explain the inconsistencies in virtual team research, and second they fail to explain how virtual teams achieve success. This paper, based on an extensive literature review of available research on virtual teams, identifies key drivers of virtual team effectiveness. Integrating the identified drivers, it develops a conceptual, analytical framework with 9 propositions, to explain virtual teams’ path to success. The new framework is termed as EAST (extended adaptive structuration theory). It goes beyond the generalized frameworks, such as AST (Adaptive Structuration Theory) and Input- Output frameworks to identify virtual team specific constructs such as Mission, Emergent Socio- Emotional States, and Individual Dimension. EAST identifies potential areas of future research for scholars, and provides advice to IS professionals regarding how to deploy virtual teams

Understanding and reducing stress in collaborative e-learning

This article examines the important issue of stress in collaborative e-learning, and how it can be eliminated or minimised through appropriate design and support. The authors explore these issues mainly based on evidence from students in an Open University Business School (OUBS) course, and they also link their findings to previous research and similar concerns in other areas, like on-line collaboration in and across businesses and teleworking

Virtual Team Collaboration: A Review of Literature and Perspectives

Along with the widespread use of information technologies (IT) and the increasing geographical span of tasks held by various organizations, Virtual Teams (VTs) rose as an alternative organizational form which has the potential to deeply change the workplace. This article provides a review of previously published work on collaboration in VTs. The review is organized around two perspectives adopted by scholars, namely technological and managerial. This analysis underlines two major constructs that leads to an efficient VT collaboration, i.e. the context in which the collaboration is held and the collaboration style. While the former is illustrated by knowledge and team characteristics, the latter is identified by technological media and leadership. Building on this classification, we suggest a model and explore future research directions with a particular attention to the implications for collaboration in organizations

Can Process Facilitation Improve Globally Distributed Collaboration? An Action Design Research

Distributed collaborators still face problems to organize, to coordinate, and to build consensus. Collaboration tools still have difficulty to configure, to use, and to help facilitate collaboration management. In this study, we conducted an action design research on Company A that relies on distributed collaboration for their business activities. Based on the design theory of collaboration engineering, we designed a process facilitation support application to address the problems identified from Company A with real organizational problems. After rounds of iteration, we proposed two artifacts including facilitated collaboration process and collaborative tools for applications of process guidance. Findings suggest the benefits of facilitated process guidance on globally distributed collaboration. The results of survey show consistently high satisfaction towards the tool and process guidance from the employees. Our research serves as an exploratory investigation in the field of distributed collaboration, and provides evidence regarding the organizational challenges in a business context

Virtual and Face-to-Face Team Collaboration Comparison Through an Agent-Based Simulation

The ongoing COVID-19 pandemic has accelerated the acceptance of virtual team collaboration as a replacement for face-to-face collaboration. Unlike face-to-face collaboration, virtual collaboration is influenced by unique factors, such as technology mediation. However, there is a lack of rigorous research that assesses the impact of virtual collaboration on the engineering design process. Therefore, the current study investigates the effect of virtual team collaboration on design outcomes by means of the model of influence, learning, and norms in organizations (MILANO) framework. To tailor MILANO for virtual collaboration, this paper first presents an empirical study of human design teams, which shows how model parameter values for face-to-face collaboration (like self-efficacy, perceived influencers, perceived degree of influence, trust and familiarity) differ from appropriate parameter values for face-to-face collaboration. The simulation results for both virtual and face-to-face collaboration show how design outcomes differ with collaboration mode. Unlike teams with a few well-defined influential individuals, the mode of collaboration does not have a significant impact on teams where all individuals are equally influential. Virtual collaboration also results in lower exploration and variety than face-to-face collaboration

Team Formation and Performance in Online Crowdsourcing Competitions: The Role of Homophily and Diversity in Solver Characteristics

Rapid advances in Information Technology (IT) have enabled organizations to venture beyond their workforce to seek solutions to vital business problems through online crowdsourcing platforms. Such platforms are characterized by geographically dispersed self-organizing teams that compete with one another to evolve the best solutions to challenging issues that confront organizations. Despite the growing popularity of crowdsourcing, there is a paucity of empirical research on: a) how participants on these platforms form teams; and b) how the composition of these teams affects their performance. In this paper, we investigated solvers’ teaming preferences and their impact on performance in an online crowdsourcing competition platform. Specifically, we explored demographics and acquired characteristics as potential predictors of the choice of a teammate. The findings of this study provide insights on the role of homophily and diversity of solver characteristics on team formation and performance in crowdsourcing competitions