Team perceived virtuality: an emergent state perspective

The rapid changes of work, the ease of mobility, and ubiquitous use of virtual tools have fundamentally changed the way that teamwork in modern organizations is accomplished. Although these developments have elicited a broad range of studies focusing on the phenomenon of team virtuality, the construct itself is still tied to conceptual ambiguities, opposing theoretical underpinnings, and inconsistent findings. The present paper synthesizes the structural and social-constructivist elements of team virtuality in order to introduce the novel concept of team perceived virtuality (TPV), embedded within a theoretical model of its team-level emergence. We define TPV as a cognitive-affective team emergent state which is grounded in collectively experienced feelings of distance and perceptions of information deficits. We further describe how TPV emerges as a function of team members’ collectively developed co-constructions and identify antecedents that contribute towards this emergence. By disentangling perceptions from structural properties, the present paper conceptually advances our understanding of team virtuality beyond its structural characteristics. Ultimately, this conceptual work serves as a starting point for future research on team virtuality as a collectively constructed, team-level emergent construct.info:eu-repo/semantics/acceptedVersio

A community of practice or a working psychological group? Group dynamics in core and peripheral community participation

The concept of communities of practice (CoP) has become increasingly influential in management literature. Yet, many scholars regard the term as too homogenous and lacking in empirical support. Our study explores the Silver Academy, a project involving over 100 unemployed and self-employed managers over the age of 50, who came together with the purpose of sharing knowledge and experience in starting up their own businesses. The study shows how the Academy matches the notion of CoP including mutual relationships, shared engagement and a common consensus of membership. However, applying Bion’s (1961) theory of groups, we challenge the homogenous and consensual notion of a community of practice, illustrating how, through unconscious group processes, some group members exhibit workgroup mentality and the capacity for realistic hard work (and leadership), while others are caught in a basic-assumption mentality, prone to feelings of anxiety, guilt and depression. This is particularly so for a group that has gone through the recent trauma of unemployment

The dynamics of resistance to change: A sequential analysis of change agents in action

Despite consensus that successful change management depends on how change is are communicated to the employees, the dynamic communication process between change agents and recipients remains largely unexplored. We discuss how change language can capture recipients' resistance to and readiness for change, in terms of change versus sustain talk, and adopt a coding instrument from clinical psychology (Motivational Interviewing Skill Code, MISC). We explored whether autonomy-restrictive change agent behaviors may contribute to resistance to change. In a preliminary study, we demonstrate the applicability of the MISC for studying ambivalence in change-related interactions. Next, in a quantitative study of 28 dyadic interactions from a student sample, we examine how change agent behaviors elicit recipients' resistance during the interaction flow, using lag sequential analysis. Our findings show that autonomy-restrictive agent behaviors evoke sustain talk. Recipients' sustain talk in turn evokes autonomy-restrictive agent behavior. We discuss implications for conceptualizing resistance to change as a dynamically emerging conversational construct and point out practical implications for change agents