Virtual collaboration in knowledge work: from vision to reality

Abstract

Purpose

This paper aims to serve as a reminder that all work arrangements, including the present case of distributed work, have their costs and benefits.

Design/methodology/approach

In addition to a literature review, the paper presents empirical evidence from two case organizations in the field of technology industries and knowledge‐intensive business services.

Findings

In contrast to common assertions in the theoretical literature, distributed work is not always an outcome of technological advancement or a proactive choice blessed by management, but often a necessity dictated by the competition or customers. In the case companies here, a distributed organizational structure was recognized as a necessary compromise, although the associated costs gave cause for some concern. Rather than virtual cooperation, the knowledge workers interviewed valued opportunities for face‐to‐face interaction and informal contact and networking. Nonetheless the benefits of distributed work were thought to outweigh its potential costs.

Originality/value

Regionally distributed work involves many similar problems as traditional telework from home. To avoid potential risks, partial work distribution is advisable to most organizations.

Citation

Pyöriä, P. (2009), "Virtual collaboration in knowledge work: from vision to reality", Team Performance Management, Vol. 15 No. 7/8, pp. 366-381. https://doi.org/10.1108/13527590911002140