A growing body of literature exists on virtual (i.e., geographically dispersed) teams; however, few summaries of this knowledge are available. The purpose of this paper is to help fill this gap by reviewing empirical research that addresses the effectiveness of virtual versus traditional (i.e., co-located) teams. Based on the typical input-process-output model of team effectiveness, we classify almost 200 empirical studies on virtual teams according to key dimensions of the model, including tasks and group characteristics, contextual factors, and supervisory behaviors. We develop propositions to address neglected research areas regarding the differences between virtual and traditional teams. There is still much to learn about virtual teams and how the physical dispersion of team members affects team effectiveness. It is our hope that our review and propositions will guide future research efforts and will help human resource professionals realize the potential for distributed teams in their organizations.
Webster, J. and Sandy Staples, D. (2006), "Comparing Virtual Teams to Traditional Teams: An Identification of New Research Opportunities", Martocchio, J. (Ed.) Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 25), Emerald Group Publishing Limited, Bingley, pp. 181-215. https://doi.org/10.1016/S0742-7301(06)25005-9Download as .RIS
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