TY  - JOUR
AB  - 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.
VL  - 16
IS  - 4
SN  - 0967-0734
DO  - 10.1108/09670730810878493
UR  - https://doi.org/10.1108/09670730810878493
AU  - Morris Stephen
PY  - 2008
Y1  - 2008/01/01
TI  - How to get real results from virtual teams: Recognize that people, tasks and technology are different but equal
T2  - Human Resource Management International Digest
PB  - Emerald Group Publishing Limited
SP  - 33
EP  - 35
Y2  - 2024/09/26
ER  -