How to get real results from virtual teams: Recognize that people, tasks and technology are different but equal

Abstract

Purpose

This paper aims to examines why a high percentage of virtual teams fails to deliver, and considers how the problems can be overcome.

Design/methodology/approach

Differentiates between virtual teams and co‐located teams, and presents ways of leading each, while stressing that both types of team require a clear, well‐founded and compelling purpose.

Findings

Advances the view that, when dealing with a co‐located team, the leader can communicate purpose in a way that appeals to the hearts and minds of potential team members. With a potential virtual‐team member, in contrast, the leader must present a strong business case, clear and achievable short‐term goals, agreed principles and a visible link to the skill set of the potential team member.

Practical implications

Demonstrates that the human element brings technology to life and defines its use and its impact on the world.

Originality/value

Warns against developing the view that technology is a replacement for human interaction.

Citation

Morris, S. (2008), "How to get real results from virtual teams: Recognize that people, tasks and technology are different but equal", Human Resource Management International Digest, Vol. 16 No. 4, pp. 33-35. https://doi.org/10.1108/09670730810878493