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A social interaction approach to managing the “invisibles” of virtual teams

Liz Lee‐Kelley (Woodacre Consulting, Godalming, Surrey, UK)
Alf Crossman (Woodacre Consulting, Godalming, Surrey, UK)
Anne Cannings (Woodacre Consulting, Godalming, Surrey, UK)

Industrial Management & Data Systems

ISSN: 0263-5577

Article publication date: 1 October 2004



This paper uses social interaction theory and Tuckman's team development model to report and interpret the findings of a case‐based research into the forming and performance of eight internationally situated virtual project teams operating in the information technology industry. Its objective is to highlight the need to bridge the “gap” between the structural and process orientations of management and virtual team members' situational perceptions and psychological drivers (the “invisibles”). For organizations contemplating the adoption of these new organizational forms, its findings will provide a holistic framework to guide their transformation from conventional to virtual teams. Some of the issues identified here are also likely to be salient to those who are already using virtual teams.



Lee‐Kelley, L., Crossman, A. and Cannings, A. (2004), "A social interaction approach to managing the “invisibles” of virtual teams", Industrial Management & Data Systems, Vol. 104 No. 8, pp. 650-657.



Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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