TY  - JOUR
AB  - Seeks to determine the impact managerial controls have on the effectiveness of virtual teams. Using an experimental design compares self‐directed virtual teams to counterparts where behavior controls are used as a method of managerial control. The data were collected using 51 student teams of three or four members each from three different countries. The results indicate that the most satisfied team members were in virtual teams with effective coordination and communication. Members of self‐directed virtual teams report higher individual satisfaction with the team and project, while different control structures had no significant impact on virtual team performance. Future research should investigate how these findings generalize to organizational workers, rather than just looking at students. This paper is just a first step investigating one type of managerial control: behavior controls. The small amount of research that has been published on virtual teams has primarily concentrated on self‐directed teams. This paper compares results of team effectiveness by looking at both self‐directed virtual teams and virtual teams with behavioral controls enforced.
VL  - 17
IS  - 4
SN  - 0959-3845
DO  - 10.1108/09593840410570258
UR  - https://doi.org/10.1108/09593840410570258
AU  - Piccoli Gabriele
AU  - Powell Anne
AU  - Ives Blake
PY  - 2004
Y1  - 2004/01/01
TI  - Virtual teams: team control structure, work processes, and team effectiveness
T2  - Information Technology & People
PB  - Emerald Group Publishing Limited
SP  - 359
EP  - 379
Y2  - 2024/04/19
ER  -