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

Diverse virtual social networks: Implications for remote software testing teams

This paper evaluates offshore outsourcing in the IT testing industry and determines what conditions determine its success. There is particular focus on the influence of diversity in teams on group relationships. Two studies are described: the first, investigated the perceptions of professional software testers on the critical factors of offshore outsourcing; and the second study looked at the ability for diverse teams to form close working relationships through virtual networks. We find that overt diversity factors inhibit interaction across nationality boundaries. The limitations of virtual networks for fostering personal communications is apparent in preventing group members from overcoming the initial aversion to mix with out-group members, which could be achieved with closer and more personal communications between members with different diversity factors in normal face to face communications. Where software testing teams are outsourced globaly, and must rely on virtual communications, there seems potential for significant difficulties in developing close working relationships, which on the one hand, can be negative for group cohesion, but one the other hand, can be positive for encouraging imparitality

Contextual factors, knowledge processes and performance in global sourcing of IT services: An investigation in China

Copyright @ 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. Reuse of this article has been approved by the publisher.In this paper, the authors explore the influences of two major contextual factors—supplier team members’ cultural understanding and trust relationship—on knowledge processes and performance in global sourcing of IT services. The authors discuss a joint investigation conducted by a cross-cultural research team in China. Cultural understanding is measured by individualism with guanxi and mianzi, two Chinese cultural concepts, and trust relationship is measured by adjusting trust, a notion reflecting the uniqueness of the Chinese people. Knowledge processes are characterized by knowledge sharing. Performance is measured by the outcomes of global sourcing, which is represented by product success and personal satisfaction. Data are collected in 13 companies in Xi’an Software Park, with 200 structured questionnaires distributed to knowledge workers. The results of quantitative data analysis indicate that cultural understanding influences trust relationship greatly, as well as knowledge sharing and performance in global sourcing of IT services. Trust relationship significantly impacts knowledge sharing, whereas trust relationship and knowledge sharing have no impact on performance. This study suggests that special aspects of the Chinese context have significant direct impacts on knowledge processes while no direct and immediate impacts on performance in global sourcing of IT services.National Natural Science Foundation of China, Program for Humanity and Social Science Research, Program for New Century Excellent Talents in University in China and Brunel University's Research Development Fund

Trust and its relationships with knowledge sharing and virtual team effectiveness

Virtual teams represent one form of organization structure that revolutionize the workplace and provide organizations with unprecedented levels of flexibility and responsiveness.However, implementing virtual teams could be quite challenging especially if it involves different languages, time zones, and communication styles.Most importantly, the autonomy of the virtual environment may cause team members to distort social and contextual information,and with limited proximal communication between team members,it can create a lack of trust among members of the virtual team members which can significantly reduce the effectiveness of these teams.Hence, this paper reports a study conducted to examine the relationship between trust and virtual teams effectiveness, by looking into the mediating effect of knowledge sharing.Results of hierarchical regression analysis indicated that knowledge sharing and all the three types of trust are significantly related to virtual team effectiveness.However, only personality- based trust and institutional-based trust are significantly related to knowledge sharing, but knowledge sharing only partially mediates the relationship between these two types of trust and team effectiveness

The Impact of Virtuality and Shared Leadership on Virtual Team Performance

Previous studies show divergent views of shared leadership in the team performance of virtual teams. In this study, we seek to understand the mediating and moderating roles of trust, commitment, and virtuality among virtual team members on performance within the context of shared leadership. We conducted a questionnaire-based survey to gather perspectives on shared leadership and performance and analysed responses through structural equation modelling. We find that there is a significant positive effect between the two and that virtuality plays a significant moderating role for virtual team performance. In addition, we find that when virtuality increases, the mediating effect of trust and commitment is not significant, which challenges previous findings

Acquiring and Applying Knowledge in Transnational Teams: The Roles of Cosmopolitans and Locals

This paper examines the roles of cosmopolitans and locals in transnational teams that work on knowledge-intensive projects. I propose that cosmopolitan and local team members can help their teams to acquire and apply knowledge more effectively, by bringing both internal and external knowledge to their teams and enabling them to more successfully transform this knowledge into improved project performance. Findings from a study of 96 project teams at an international development agency reveal that the roles of cosmopolitans and locals were complex and sometimes valuable, but cosmopolitans offered greater benefits than locals and too many of each could hurt. Implications for theory and research on international management, virtual teams, exploration and exploitation, and organizational knowledge are discussed

FACTORS INFLUENCING PROJECT TEAM EFFECTIVENESS AS PERCEIVED BY PROJECT MANAGERS IN MALAYSIA – A PILOT STUDY

As more project teams are formed to help Malaysian organizations in achieving their objectives that individual efforts cannot achieve, there is a compelling reason to understand the critical factors that can influence project team effectiveness, because the effectiveness outcome can yield benefits to organizations. This study developed a research model underpinned on Cohen & Bailey’s (1997) Team Effectiveness Framework to empirically analyze some critical factors that influence project team effectiveness. Results show that project manager’s leadership roles are not directly influencing project team effectiveness, but they are directly influencing both team building & participation, and team shared mental models in which these two factors are directly and positively influencing project team effectivenessProject Team Effectiveness, Leadership Roles, Team Building & Participation, Team Shared Mental Models, Project Manager

Assessing the impact of physicians' social capital on decision making quality mediated by knowledge sharing in a virtual community of practice: an empirical quantitative analysis

This thesis was submitted for the award of Doctor of Philosophy and was awarded by Brunel University London.Purpose - Healthcare (HC) is a globally expensive investment, suffering from service quality, due to medical errors caused by physicians’ poor decisions making (DM). Current published literature: (1) encourages clinical DM research to reduce diagnostic errors and (2) stresses on the dearth of means for practitioners’ knowledge shared DM; this research focuses on knowledge sharing for improving medical DM quality through physicians’ social capital (SC) in a virtual community of practice (VCoP). Physicians join a virtual community (VC) to share clinical practice knowledge to aid medical DM. This study aims to assess the effect of physicians’ SC on medical DM and assess the mediating role of knowledge sharing quality, between physicians’ SC and medical DM quality since research lacks to investigate the impact of knowledge management (KM) tools in a HC context. VCoP is a KM tool and medical DM quality is a HC topic of this study. Design/methodology/approach – This positivist, quantitative research utilizes non-experimental survey to empirically assess its conceptual framework. After attaining an ethical approval, from Brunel Business School Research Ethics Committee, online survey was pre-tested and pilot tested for clarity and validity. 10 non-physician Ph.D. academics voluntarily participated during the survey’s pre-test phase. The survey was amendment for its pilot study phase; conducted in “plastic surgery yahoo group” VC. 31 physician VC members voluntarily participated. Again, the survey was amended and distributed for main data collection from 204 voluntary SurveyMonkey’s VC’s physician members. Findings – Data was analysed using SPSS 20 and LISREL 8.80 by means of confirmatory factor analysis and Structural Equation Modeling. Empirical findings supported this study’s four main hypotheses as well as supported this study’s initially proposed conceptual framework. Originality/value – This study customized the Honeycomb framework to establish a definition of professional physicians; HC VCs followed by identifying 51 VCs from social networking platforms like LinkedIn, Facebook, etc. This study also fulfilled its aim and hence proposed a structurally fit conceptual framework. Keywords –Virtual Community of Practice; Healthcare Knowledge Management; Confirmatory Factor Analysis; Structural Equation Modelin

UNDERSTANDING THE MEDIATING ROLE OF SOCIAL MEDIA IN VIRTUAL TEAM CONFLICTS

Communication technology is recognized as an important component of a virtual team (VT). Communication technologies other than social media have been linked to VT conflicts by prior research. This research in progress explores using social media to see if any improvements can be made to conflicts in VTs. The researchers emphasize on the “feature richness” of social media which is understood as affordances of social media and it distinguishes social media from other commonly used communication technologies in a VT environment. The researchers theorize that “feature richness” rather than “media richness” of the communication technology can be more beneficial for a virtual team since it is hoped to simultaneously work towards reducing VT conflicts. The researchers propose a conceptual research model that contributes to understanding the mediating role that social media can play in virtual team conflicts

Success factors of global virtual teamwork: A social capital perspective

Global virtual teamwork has emerged as a cornerstone of collaborative teamwork in today's work landscape, characterized by cross-border collaboration using digital technologies. Although research has started to investigate the mechanisms underlying effective teamwork through information and communication technologies (ICTs), an often-neglected dimension is the pivotal social context within which this collaboration unfolds. To address this research gap, this study adopts a social capital lens on teamwork in proposing social capital as a multidimensional mediator between the usage of ICTs and team effectiveness. The research model was tested using questionnaire data from 271 technologically sensitive and aware companies in the DACH region (Germany, Austria, Switzerland). The findings reveal that using multiple ICTs alone does not suffice for effective global virtual teamwork. Therefore, this study highlights the significance of social capital for the effectiveness of global virtual teamwork, which holds significant implications for theory and practice