The impact of Digital Leadership Competencies on Virtual Team Effectiveness in MNC companies in Penang, Malaysia

This research objective is to examine the impact of Digital Leadership competencies on Virtual Team Effectiveness in MNC companies in Penang, Malaysia. The survey was conducted among 150 respondents who are working in MNC companies in Penang, with experience in a virtual team. The diversified range of respondents was chosen to predict the impact of digital leadership competencies on virtual team effectiveness. Data collected was analysed using SmartPLS. Hypotheses were tested based on the structural equation model. The results come out with 2 variables (E-Communication Competency & E-Trust Competency) having a positive & significant relationship with virtual team effectiveness. The remaining four variables, namely E-Social Competency, E-Team Competency & E-Change Competency, found to be no significant relationship towards virtual team effectiveness. Firstly, MNC companies size varies; as such, the study may be slightly biased. As more virtual teams are available to sample this analysis from large MNC companies, the outcome will appear to lean towards them. Secondly, due to the data collection limitation, virtual teams are represented by only one respondent per team in this study. As such, it may represent some bias if the response being used to represent the team. Results of this research can be used as guidance for organization Leaders in managing virtual teams more effectively. The E-Communication competency & E-Trust Competency can be applied and eventually enhance virtual team efficiency. This analysis will benefit future researchers or leaders of organizations to call attention to variables that contribute to virtual teams' effectiveness. This study is to investigate factors that have a positive influence on virtual team effectiveness. Digital Leadership Competency is chosen as independent variables that potentially have a great impact on virtual team effectiveness. As part of measuring Virtual Team effectiveness, Media Richness Theory is taken into consideration to underpin this study. Research paper Keywords: Virtual teams; Digital leadership competencies; PLS-SEM; Malaysia; Virtual teams’ effectiveness Reference to this paper should be made as follows: Cheng Soon, C., & Salamzadeh, Y. (2020). The impact of Digital Leadership Competencies on Virtual Team Effectiveness in MNC companies in Penang, Malaysia, Journal of Entrepreneurship, Business and Economics, 8(2), 219–253.          &nbsp

Leadership, Trust, and Effectivemess in Virtual Teams

Many organizations are using virtual teams to meet the increasing time and quality expectations of contemporary marketplaces. While virtual teams present advantages for cost control, access to expertise, and serving markets, they also engender practical challenges as a result of the geographic and temporal distribution of members. Previous research has suggested several factors that are critical for the functioning of virtual teams. We build upon this research with an exploration of the relationships between team leader personality, team member trust, and perceived team effectiveness in virtual teamwork. Participants in the study included 873 virtual team members within a combined government and commercial engineering environment. Our findings suggest that multiple facets of a team leader’s personality have a significant impact on team effectiveness, but this effect is largely mediated through team trust. Implications for organizational managers, virtual team leaders, and the research community are discussed

Virtual team effectiveness: the role of trust and team learning

With the development of global information electronation, the fiercely competitive environment makes the business model of enterprises more and more complex, and the virtual team is accepted generally. Virtual teams across cultures, regions and organizations can solve the problem of difficult assistance caused by space and time. This new team model has become a significant direction of theoretical study and practice in recent years. In the virtual team, this study has three variables: trust, team learning and team effectiveness. The purpose is to study the role of trust and team learning on the effectiveness of virtual teams. Also, examine the mediating role of team learning in the relationship between trust and team effectiveness. In this model, team effectiveness is measured from three dimensions, including task performance, satisfaction and development ability. With the virtual team members as the research object, 348 questionnaires were used to collect data. Through correlation analysis, regression analysis, mediation verification, variance analysis and other research methods, the hypotheses of the research model are verified and tested. The data shows that trust has different degrees of significant impact on the three dimensions of team effectiveness, and trust can also affect the effectiveness of virtual teams through the mediation of team learning

Interpersonal Trust in Virtual Software Development Teams: A Systematic Mapping Study

Context: The progress of Information and Communication Technologies has greatly promoted the relationships among people of different geographical regions. Under this novel context, new settings of software development arise, known as virtual teams, a team of geographically dispersed developers. Objective: to assess the impact of virtual team’s interper-sonal trust on software development process. Method: We conducted a systematic mapping study of peer-reviewed literature up to August 2016. Results: We reviewed 41 primary studies. Some highlights are that virtual team effectiveness is the most affected aspect by the lacking of interpersonal trust, while face-to-face meeting is the most mentioned work strategy to mitigate this problem. Conclusions: This study corroborates the impact of interpersonal trust on virtual software development teams. We identified some work strategies but few advanced tools to mitigate the problems derived from the lack of interpersonal trust.Sociedad Argentina de Informática e Investigación Operativ

Interpersonal Trust in Virtual Software Development Teams: A Systematic Mapping Study

Context: The progress of Information and Communication Technologies has greatly promoted the relationships among people of different geographical regions. Under this novel context, new settings of software development arise, known as virtual teams, a team of geographically dispersed developers. Objective: to assess the impact of virtual team’s interper-sonal trust on software development process. Method: We conducted a systematic mapping study of peer-reviewed literature up to August 2016. Results: We reviewed 41 primary studies. Some highlights are that virtual team effectiveness is the most affected aspect by the lacking of interpersonal trust, while face-to-face meeting is the most mentioned work strategy to mitigate this problem. Conclusions: This study corroborates the impact of interpersonal trust on virtual software development teams. We identified some work strategies but few advanced tools to mitigate the problems derived from the lack of interpersonal trust.Sociedad Argentina de Informática e Investigación Operativ

The Impact of Virtual Working on Perceived Team Effectiveness in Secondary Mental Health Services During the COVID-19 Pandemic

Introduction: Working as a team is the desired approach by many industries because of the benefits it provides for service users, team members, and services. However, to make a team work, many factors must be considered. One framework that can support this process is the Input-Process-Output framework which represents the various, non-linear factors that can contribute to a team’s outcomes. For example, virtual working (VW) has been found to be a factor that can negatively impact team processes (e.g., trust, cohesion, communication) and team outputs (e.g., team effectiveness and satisfaction). With the pandemic enforcing VW, many spoke about its impact for clients using mental health services. However, little is known about the impact of VW during the pandemic on the teams providing the service. Aims: Therefore, this study aimed to explore the impact of VW during the pandemic on perceived team cohesion, trust, communication, perceived team effectiveness and job satisfaction. It also aimed to examine whether previously found correlations between these team processes and outputs could be generalised to teams who became virtual during the pandemic. Methodology: A quantitative online survey was completed by 57 NHS secondary community mental health workers. This survey consisting of six sections included variety of measures, testing team processes and outcomes. Results: There was a significant decline on perceived team cohesion, trust, and satisfaction. However, there was no statistically significant decline on team effectiveness during the pandemic. Results also confirmed previous findings regarding correlations between team processes and outcomes. Conclusion: Virtual working may have had a negative impact on secondary mental health teams during the pandemic. However, despite this, team members have expressed wishes to maintain some aspects of VW. This study adds to our growing examination of the true impact of the pandemic and provides clinical and research recommendations that could support team effectiveness, especially as hybrid ways of working are becoming the norm for many

Exploring factors affecting trust in construction virtual project teams

© 2021 The Authors. Published by OMICS. This is an open access article available under a Creative Commons licence. The published version can be accessed at the following link on the publisher’s website: https://www.omicsonline.org/open-access/exploring-factors-affecting-trust-in-construction-virtual-project-teams.pdfMany organizations have embraced a new reality of virtual working, which poses new challenges for leaders. Virtual teaming has numerous advantages, but it also increases the danger of misalignment and lack of cooperation, which may have a negative impact on team trust and employee engagement if not done correctly. Team leaders and organizations must understand the strategies for establishing and maintaining trust in Virtual Project Teams (VPTs) to maintain team members performance after transitioning to decentralized workplaces. This study examines the process of building trust in VPTs by analyzing the factors that influence trust in virtual teams. Qualitative interviews with ten experienced professionals in the Middle East’s construction sectors were conducted to gain insights for the study. The study results revealed that factors influencing trust among VPTs in the Middle East construction sector show some unique attributes. The effects of prominent factors, including organizational culture, communication, diversity, leadership, and task-technology fit, and team member characteristics on trust-building in VPTs were identified. Understanding the interdependence between these factors and trust will help virtual team members remain focused on achieving effectiveness and efficiency in their work

Interpersonal Trust in Virtual Software Development Teams: A Systematic Mapping Study

Context: The progress of Information and Communication Technologies has greatly promoted the relationships among people of different geographical regions. Under this novel context, new settings of software development arise, known as virtual teams, a team of geographically dispersed developers. Objective: to assess the impact of virtual team’s interper-sonal trust on software development process. Method: We conducted a systematic mapping study of peer-reviewed literature up to August 2016. Results: We reviewed 41 primary studies. Some highlights are that virtual team effectiveness is the most affected aspect by the lacking of interpersonal trust, while face-to-face meeting is the most mentioned work strategy to mitigate this problem. Conclusions: This study corroborates the impact of interpersonal trust on virtual software development teams. We identified some work strategies but few advanced tools to mitigate the problems derived from the lack of interpersonal trust.Sociedad Argentina de Informática e Investigación Operativ

Trust and knowledge sharing in diverse global virtual teams

Global virtual teams (GVTs) allow organizations to improve productivity, procure global knowledge, and transfer best practice information instantaneously among team members. GVTs rely heavily on IT and have little face-to-face interaction, thereby increasing problems resulting from geographic barriers, time language, and cultural differences, and inter-personal relationships. The purpose of our study was to design a normative framework that would assist organizations in understanding the relationship between diversity, mutual trust, and knowledge sharing among GVTs, with additional focus on understanding the moderating impact of collaborative technology and task characteristics. Empirical data was collected from 58 GVTs and analyzed using a Hierarchical Multiple Regression technique. Results showed that in GVTs, deep level diversity has a more significant relationship with team processes of mutual trust and knowledge sharing than visible functional level diversity. This relationship is moderated by the collaborative capabilities of available technology and levels of interdependence of the task. Furthermore, knowledge sharing and mutual trust mediate the relationship between diversity levels and team effectiveness

An Empirical Study on the Influence of ICT-Based Tools on Team Effectiveness in Virtual Software Teams Operating Remotely During the COVID-19 Lockdown

Aim: The research aims to examine the impact of the usage of Information-and-Communication Technology tools on Software Team Effectiveness, especially the virtual teams, during work from home because of the Covid-19 outbreak. Variables: The research has considered the Salas et al. (2005) model with eight constructs (adaptability, mutual performance monitoring, mutual trust, team orientation, closed-loop communication, leadership skills, shared mental models, and backing-up behavior) for measuring team effectiveness. The usage of ICT tools has been measured using the instrument developed by Nagi and Habok (2018). In addition, the moderating effects of the variables ‘age’ and ‘gender’ have also been tested in this research. Methodology: This study employed quantitative research methods. Cluster sampling was used to collect data from 279 software professionals who worked at home during the pandemic. In order to analyze the primary data, SPSS software is used. In order to test hypotheses, the research uses ANOVA, regression, simple percentages, and principal component analysis. Findings: The findings showed that using ICT tools impacts all 8 constructs of the variable team effectiveness. Among the most used ICT tool, project management tools, and social media were mostly used by the employees. Similarly, mutual team trust, backup behavior, and shared mental models were found to be more impactful than other constructs