Distributed performance arrangements are increasingly used by organizations to structure dyadic and team interactions. Unfortunately, distributed teams are no panacea. This chapter reviews some of the advantages and disadvantages associated with the geographical and temporal distribution of team members. An extended discussion of the implications of distributed team performance for individual, team, and organizational decision making is provided, with particular attention paid to selected cultural factors. Best practices and key points are advanced for those stakeholders charged with offsetting the performance decrements in decision making that can result from distribution and culture.
Stagl, K., Salas, E., Rosen, M., Priest, H., Shawn Burke, C., Goodwin, G. and Johnston, J. (2007), "Distributed Team Performance: A Multi-Level Review of Distribution, Demography, and Decision Making", Dansereau, F. and Yammarino, F. (Ed.) Multi-Level Issues in Organizations and Time (Research in Multi-Level Issues, Vol. 6), Emerald Group Publishing Limited, Bingley, pp. 11-58. https://doi.org/10.1016/S1475-9144(07)06001-8Download as .RIS
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