Knowledge processes in virtual teams:consolidating the evidence

This article takes stock of the current state of research on knowledge processes in virtual teams (VTs) and consolidates the extent research findings. Virtual teams, on the one hand, constitute important organisational entities that facilitate the integration of diverse and distributed knowledge resources. On the other hand, collaborating in a virtual environment creates particular challenges for the knowledge processes. The article seeks to consolidate the diverse evidence on knowledge processes in VTs with a specific focus on identifying the factors that influence the effectiveness of these knowledge processes. The article draws on the four basic knowledge processes outlined by Alavi and Leidner (2001) (i.e. creation, transferring, storage/retrieval and application) to frame the investigation and discuss the extent research. The consolidation of the existing research findings allows us to recognise the gaps in the understanding of knowledge processes in VTs and identify the important avenues for future research

A Multifold Perspective of Knowledge Sharing and Virtual Teams: The Development of An IMOI Model

Knowledge has been recognized as an asset for the competitive advantage of organizations. Finding avenues for augmenting the organization’s value represents a continuous endeavor for managers. Although business tendencies emphasize the core role of teams in the development and implementation of knowledge management strategies, there is limited research on how virtual teams may contribute to the acquisition and distribution of knowledge through sharing dynamics. Accomplishing this shift in perspective requires comprehension of the necessary components leading to these opportunities in virtual teams. This review employs a systems thinking approach and develops an input-mediator-outcome-input (IMOI) model to guide the identification of the factors that organizations must possess to promote and facilitate knowledge-sharing strategies. By building this model based on a literature review from various fields, this study provides practitioners with a multidisciplinary scheme to strengthen the organizational structure and promote innovations based on the exploration and exploitation of this essential resource

Goal Setting Theory and Leading Virtual Teams: What Should Leaders Understand of Goal Setting in Virtual Environment?

Tutkimuksessa pyrittiin selvittämään, tulisiko tiimien johtajien pyrkiä painottamaan tiettyjä päämääräteorian osa-alueita johtaessaan tiimejä virtuaalisessa työympäristössä. Tutkimus keskittyi erityisesti määrittelemään päämääräteorian mekanismeja, ymmärtämään mitkä tekijät vaikuttavat virtuaalisten tiimien tehokkuuteen, sekä ymmärtämään mitä haasteita tiimien johtajat saattavat kohdata virtuaalisessa työympäristössä. Empiirisen tutkimuksen aineisto kerättiin teemahaastatteluina, jotka perustuivat kuuteen ennalta-määriteltyyn teemaan. Tutkimuksen aineisto analysoitiin sisällönanalyysina. Tutkimuksen kohderyhmä muodostui yksityisomisteisten yritysten toimistotyöntekijöistä (N=14), jotka olivat kansalaisuudeltaan suomalaisia ja joiden ikä vaihteli 18–35-vuotiaan välillä. Tutkimuksen tulokset osoittivat, kuinka yksilöiden kokemukset virtuaalisessa työympäristössä työs-kentelemisestä vaihtelivat. Palautteen saamisessa koettiin olevan haasteita, joiden nähtiin johtuvan virtuaalisen työympäristön erilaisista kommunikaatiotavoista. Henkilökohtaisten- ja tiimin päämäärien yhdentäminen koettiin suhteellisen helppona, jota perusteltiin hyvin määritellyillä päämäärillä ja tavoitteilla. Tiimin vastuun- ja johtajuuden jakaminen koettiin pitkälti vaivattomana, jonka syyt vaihtelivat. Ympäristötekijöiden riittävyydessä ja tarvittavan tuen saamisessa koettiin olevan haasteita, joiden nähtiin johtuvan etenkin kommunikaation ja tiedonvälityksen haasteista. Virallisten rakenteiden hyödyllisyys koettiin merkittävänä, ja tämän nähtiin helpottavan työskentelyä virtuaalisessa työympäristössä. Yhtenäisyyden tunteita koettiin virtuaalisessa työympäristössä harvoin, jonka nähtiin johtuvan etenkin virtuaalisten kommunikointitapojen erilaisuudesta. Haastatteluun vastanneiden yksilöiden arvioitiin olevan keskimäärin melko tyytyväisiä työskentelyyn virtuaalisessa työympäristössä. Yksilöiden tilanteiden (mm. pidempi kokemus etätyöskentelystä) ja luonteiden (mm. palautteen saamisen tarve) väliset erot nähtiin eräinä selittävinä tekijöinä vastausten vaihtelevuudelle. Tutkimuksen johtopäätelmänä esitettiin alustavaa virtuaaliseen työympäristöön mukautettua päämää-räteorian mallia. Mukautetussa päämääräteorian mallissa neljän osa-alueen merkityksen nähdään korostuvan virtuaalisessa työympäristössä: päämäärien tarkkuuden, palautteen antamisen, tarvittavan tietotaidon omaamisen, sekä ympäristötekijöiden huomioimisen. Merkittävimpänä jatkotutkimus-aiheena nähtiin päämääräteorian moderaattorien merkityksen vahvistaminen, sillä aikaisemmassa tutkimuksessa on todettu myös neljännen moderaattorin (sitoutuneisuuden) vaikutus tiimien tehokkuuteen virtuaalisessa työympäristössä.The aim of this thesis was to reveal if leaders should emphasize certain elements of goal setting when they lead teams in virtual environment. This thesis focused especially on defining the mechanisms of Goal Setting Theory, on understanding which factors influence the efficiency of virtual teams, and on understanding what kind of challenges leaders might face in virtual environment. The data of empirical study was gathered through theme interviews, of which were based on six predefined themes. The data was analyzed through the methods of content analysis. The sample of this thesis consisted private-owned companies' office workers (N=14), of who were Finnish and whose age varied between 18 and 35-year-old. The findings of this thesis revealed how individuals' experiences of working in virtual environment varied. Receiving feedback was experienced as challenging, which was caused by the different communication means. Aligning personal- and teams' goals was experienced as relatively easy, which was justified by well-defined goals and objectives. Sharing teams' responsibilities and leadership was experienced as rather effortless. Sufficiency of situational factors and receiving necessary support was experienced as challenging, which was caused especially due to communication- and knowledge exchange - related differences. The importance of structures was experienced as significant, and structures were perceived to facilitate working in virtual environment. Feelings of cohesiveness were rarely felt in virtual environment, which was seen to be due to the different communication means. Altogether, interviewees were relatively satisfied with their working in virtual environment. Differences between individuals' situations (e.g. longer experience from virtual environment) and characteristics (e.g. need to have feedback) were perceived as one defining factor for varying experiences. As a conclusion, this thesis represented a preliminary model for adjusting Goal Setting Theory for virtual environment. In adjusted model of Goal Setting Theory, the importance of four elements of Goal Setting Theory was seen to become highlighted in virtual environment: specificity of goals, giving and receiving feedback, having sufficient abilities and skills, and acknowledging situational factors. Confirming the importance of Goal Setting Theory’s moderators was perceived as the most significant suggestion for future research, as earlier research had also recognized the influence of the fourth moderator (commitment) on the effectiveness of virtual teams

Prelude to virtual groups: Leadership and technology in semi-virtual groups

A study of 76 more and less virtual investment clubs examines the relationships between communication technologies used for club business (from face-to-face to more highly technologically enabled), group leadership role behaviors, and club portfolio value. The results are interesting, with more and less virtual clubs benefiting from different forms of leadership behaviors. Clubs using fewer technologies seem to benefit from a greater focus on socioemotional role (communication) behaviors, while the opposite is found in clubs using more technologies. The effect for procedural role behaviors (agenda setting and the like) appears to run in the opposite direction: clubs using more technologies seem to benefit from a greater focus on procedural role behaviors, while the opposite is found in clubs using fewer technologies. Managers take into account obvious and subtle differences between more and less virtual groups

Mutual Performance Monitoring in Virtual Teams

The use of virtual teams in organizations has become commonplace (SHRM, 2012). While a great deal of research on teamwork exists, much of it has focused on collocated teams. Spatial and temporal separations inherent in virtual teams make working together as a team more difficult. This research examined a teamwork process previously unexplored within virtual teams -- mutual performance monitoring. An experimental intervention was conducted and outcomes at both the individual and team levels of analysis were examined. A total of 161 participants were assigned to work together in 47 teams on a decision-making task. Participants communicated and worked together online using the technology-mediated communication methods of chat and email. As predicted, mutual performance monitoring was important for building collective efficacy, reducing social loafing, and increasing satisfaction with team members. However, mutual performance monitoring was found not related to team performance. Reasoning for the findings, along with implications, limitations, and future research ideas are discussed

What the differences in conflict between online and face-to-face work groups mean for hybrid groups: A state-of-the-art review

Conflict has been a topic widely studied in communication and management studies literature. How groups handle conflict can affect group performance, satisfaction, and commitment (Martínez-Moreno, González-Navarro, Zornoza, & Ripoll, 2009; Pazos, 2012; Staples & Webster, 2007; Workman, 2007). Much of this literature focuses on online, task-oriented work groups, and how these groups differ from face-to-face (F2F) groups. However, hybrid groups (i.e., those that work both F2F and online) are increasingly common. To better understand conflict in hybrid groups, we review 68 articles regarding online, hybrid, and F2F groups that highlight the differences between F2F and online groups and consider what these differences mean for hybrid groups. In doing so, we identify several emergent themes related to how conflict is managed in online and hybrid groups. The literature suggests that there are many benefits to online and hybrid groups, such as the ability to assemble more diverse teams and work asynchronously, but that conflict is also more common in online than F2F groups. Strong norms and leadership behaviors that encourage trust and cohesion appear to reduce conflict and its effects on group performance and decision making, especially in online groups. These findings suggest that in hybrid groups, F2F meetings might be used to quickly establish group norms, trust, and cohesion, which can then improve online group interactions. However, more research is needed to understand how conflict occurs and is managed in hybrid groups. Future communication research should focus on examining conflict management in hybrid groups using computer-mediated communication perspectives

Investigating the Impact of Boundaries on Knowledge Sharing in Global Virtual Teams

The sharing of knowledge is critical in the virtual team configurations that mainly interact and coordinate through information and communication technologies. However, multiple boundaries are assumed to exist within virtual teams that may pose several challenges to effective knowledge sharing. This study distinguishes between functional, organizational, and cultural boundaries and investigates their impact on knowledge sharing practices in global virtual teams. Drawing from shared mental model and media synchronicity literature, this study also aims to identify the potential moderators that can influence this relationship. The implications for research and practice are discussed and provide insights into how virtual teams can be structured so that there is effective knowledge sharing between the team members

Virtual Teams Affect, Performance and Interpersonal Perception with Unexpected Leadership Change

Traditional ways of doing business and communicating in the workplace are changing. With frequent mergers, shifting operational demands and underlying economic pressure, computer-mediated communication has been increasingly employed. To achieve greater flexibility in workforce configurations, working virtually is often more the norm than the exception. With continuously improving internet technologies, frequently work-teams are formed when members are not geographically co-located. Both internal and external pressures combine, in the corporate setting, to produce an unprecedented velocity of change which seems especially related to globalization. (Held, 2007) Just exactly how does the virtual team handle abrupt change? While many researchers focus on the differences between face-to-face teams and virtual environs (Olson & Olson 2000), formation of trust (Jarvenpaa & Leidner, 1999), leadership (Kayworth & Leidner , 2001/2002), emergent leadership (Wickham &Walther, 2007), status differences (Weisband, Schneider, & Connolly, 1995), knowledge integration (Hartmann, Piontkowski, Keil, & Laus, 2002) (Malhotra & Majchrzak, 2004) (Zakaria, Amelinckx, & Wilemon, 2004), crossing cultures (Gibbs, 2009) and innovation (Nemiro, 2002),there has been relatively less focus on how the virtual experience influences the emotional state, cognitive functioning, and metaperceptions of teams who work virtually. It would be assumed that instability would affect the virtual teams negatively; however, there could be something different about virtual teams that uniquely position them for better sailing in shifting winds. In the laboratory we simulated the workplace virtual team structure in a streamlined way, assembling 40 groups from the community. This study examined how a quick change of leadership influences the virtual team across measures of affect, cognitive performance, group process performance and evaluative concerns. The teams experiencing leadership change experienced lower positive affect and blunted positive metaperception. Cognitive performance, negative affect, evaluation, and perceptions of team processes were remarkably stabl

The relationship between the amount of FtF-interaction and conflict in virtual teams : the moderating role of a shared identity

The purpose of this thesis was to study the influence of the amount of face-to-face interaction on task and relationship conflict, especially in teams with a shared identity. Data was collected from 332 respondents, who are members in a team in real life. Results show that the amount of face-to-face interaction had a significant negative impact on relationship conflict and a significant positive impact on task conflict. The model with team identification as a moderator was significant only regarding task conflict and not relationship conflict.O propósito desta tese foi estudar a influência da interação pessoal e os conflitos de relacionamento, durante uma experiência, especialmente em equipas com identidades similares. Foram entrevistados 332 membros de uma equipa que opera como tal na vida real. Os resultados mostram que a interação pessoal entre membros da equipa tem um impacto negativo no conflito do relacionamento, contudo o impacto é positivo quando o conflito surge durante a tarefa a executar. Identificação da equipa como moderador foi significativo para o modelo apenas para o conflito de tarefas

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