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This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.

The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).

The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.

The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.

Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.

The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.

This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.

This paper aims to close the gap between the generic concept of knowledge activities (KAs) and implementing them in the context of software engineering organisations concentrating on the non-technical aspects, such as team organisation and practices.

This qualitative research used a questionnaire with practitioners such as software developers and team leads who were asked to provide feedback on a set of team practices and measures typically used in software engineering projects and assess their relation to the activities of acquiring, codifying, storing, maintaining, transferring and creating knowledge. The obtained results were analysed using frequency analysis and further descriptive statistics yielding a matrix linking the investigated team practices and measures to KAs.

Team practices and measures commonly applied in software engineering can be facilitated to trigger particular KAs. While most of these team practices and measures originate from agile methods, they are not restricted to these. A purposeful composition can help in assembling a balanced set of KAs aimed at fostering given knowledge goals in software engineering organisations.

By bridging the communication and terminology gap between knowledge management research and software engineering practitioners, this work lays the foundation for assessing software teams’ knowledge profiles more easily and creating prerequisites for implementing knowledge management by facilitating common practices and measures often already part of their daily work. Hence, overhead can be avoided when implementing knowledge management.

To the best of the authors’ knowledge, this is the first study investigating application and relevance of KAs in the software industry by linking them to practices and measures well-accepted in software engineering, thus providing the necessary vocabulary for the implementation of knowledge management in software development teams.

This study provides a meta-review of global virtual team (GVT)–related reviews, creating a resource that highlights dominant themes, research trends and shifts in topics over time culminating in a summary of opportunities for future research. By analyzing and grouping the evidence presented in previous research, this meta-review provides key insights toward future research and managerial implications.

This meta-review identifies 35 existing GVT-related reviews across 32 publication outlets, providing a longitudinal and cross-disciplinary view of GVT research to date.

Results of the analysis reveal over time that there has been a largely adopted reconceptualization of the GVT paradigm toward a continuum of virtuality. There has been a shift in the view of the cross-cultural and global components of GVTs toward a recognition that a greater variance of dimensionality exists. Additionally, popular themes across the literature emerge, notably, virtuality, concepts of culture, trust, leadership and communication technology.

As a multidisciplinary GVT-focused meta-review, this study complements previous efforts by taking a tour across this wide topic and is dedicated to those who are researching, teaching, working and managing GVT-related strategies. The reviews selected represent work published across multiple literature streams, providing a comprehensive and forward thinking perspective.

The gender composition of teams remains an important yet complex element in unlocking the success of collaboration and performance in the metaverse. In this study, the authors examined the collaborations of same- and mixed-gender dyads to investigate how gender composition influences perceptions of the dyadic collaboration process and outcomes at both the individual and team levels in the metaverse.

Drawing on expectation states theory and social role theory, the authors hypothesized differences between dyads of different gender compositions. A blocked design was utilized where 432 subjects were randomly assigned to teams of different gender compositions: 101 male dyads, 59 female dyads and 56 mixed-gender dyads. Survey responses were collected after the experiment.

Multilevel multigroup analyses reveal that at the team level, male dyads took on the we-impress manifestation to increase satisfaction with the team solution. In contrast, female and mixed-gender dyads adopted the we-work-hard-on-task philosophy to increase satisfaction with the team solution. At the individual level, impression management is the key factor associated with trust in same-gender dyads but not in mixed-gender dyads.

As one of the pioneering works on gender effects in the metaverse, our findings shed light on two fronts in virtual dyadic collaborations. First, the authors offer a theoretically grounded and gendered perspective by investigating male, female and mixed-gender dyads in the metaverse. Second, the study advances team-based theory and deepens the understanding of gender effects at both the individual and team levels (multilevel) in a virtual collaboration environment.

The research study intends to gain a better understanding of members' behaviors in the context of crowdsourcing contests. The authors examined the key factors that can motivate or discourage contributing to a team and within the community.

The authors conducted 21 semi-structured interviews with Kaggle.com members and analyzed the data to capture individual members' contributions and emerging determinants that play a role during this process. The authors adopted a qualitative approach and used standard thematic coding techniques to analyze the data.

The analysis revealed two processes underlying contribution to the team and community and the decision-making involved in each. Accordingly, a set of key factors affecting each process were identified. Using Holbrook's (2006) typology of value creation, these factors were classified into four types, namely extrinsic and self-oriented (economic value), extrinsic and other-oriented (social value), intrinsic and self-oriented (hedonic value), and intrinsic and other-oriented (altruistic value). Three propositions were developed, which can be tested in future research.

The study has a few limitations, which point to areas for future research on this topic. First, the authors only assessed the behaviors of individuals who use the Kaggle platform. Second, the findings of this study may not be generalizable to other crowdsourcing platforms such as Amazon Mechanical Turk, where there is no competition, and participants cannot meaningfully contribute to the community. Third, the authors collected data from a limited (yet knowledgeable) number of interviewees. It would be useful to use bigger sample sizes to assess other possible factors that did not emerge from our analysis. Finally, the authors presented a set of propositions for individuals' contributory behavior in crowdsourcing contest platforms but did not empirically test them. Future research is necessary to validate these hypotheses, for instance, by using quantitative methods (e.g. surveys or experiments).

The authors offer recommendations for implementing appropriate mechanisms for contribution to crowdsourcing contests and platforms. Practitioners should design architectures to minimize the effect of factors that reduce the likelihood of contributions and maximize the factors that increase contribution in order to manage the tension of simultaneously encouraging contribution and competition.

The research study makes key theoretical contributions to research. First, the results of this study help explain the individuals' contributory behavior in crowdsourcing contests from two aspects: joining and selecting a team and content contribution to the community. Second, the findings of this study suggest a revised and extended model of value co-creation, one that integrates this study’s findings with those of Nov et al. (2009), Lakhani and Wolf (2005), Wasko and Faraj (2000), Chen et al. (2018), Hahn et al. (2008), Dholakia et al. (2004) and Teichmann et al. (2015). Third, using direct accounts collected through first-hand interviews with crowdsourcing contest members, this study provides an in-depth understanding of individuals' contributory behavior. Methodologically, this authors’ approach was distinct from common approaches used in this research domain that used secondary datasets (e.g. the content of forum discussions, survey data) (e.g. see Lakhani and Wolf, 2005; Nov et al., 2009) and quantitative techniques for analyzing collaboration and contribution behavior.

The authors advance the broad field of crowdsourcing by extending the literature on value creation in the online community, particularly as it relates to the individual participants. The study advances the theoretical understanding of contribution in crowdsourcing contests by focusing on the members' point of view, which reveals both the determinants and the process for joining teams during crowdsourcing contests as well as the determinants of contribution to the content distributed in the community.

Teleworkers need to use information and communication technology (ICT) to communicate and collaborate with their team members, however, when new and complicated information systems should be used, this can lead to stress. Receiving adequate information and emotional support from team members could reduce the stress caused by technological complexity and subsequent work and occupational strains.

Participants (N = 400) teleworked at least half of their working hours and were employed in organizations with a minimum of 250 employees. Data from the online survey were analyzed using structural equation modeling.

Results demonstrate that aspects of informational and emotional communication contribute to perceived social support from team members, with emotional communication explaining more variance. Stress from technological complexity is mitigated by both supportive team communication and the extent of telework. Perceived stress from technological complexity, however, still increases work and occupational strains.

The findings emphasize the importance of supportive internal communication to foster a collaborative telework environment. Practitioners in internal communication need to encourage teleworkers to help each other with adequate information and provide also emotional support to overcome the negative effects of complex ICT.

The study shows that supportive communication among team members is important for teleworkers to reduce work and occupational strains, especially when facing difficulties with complex ICT.

This study explores the role of organisational culture in promoting collective coping strategies in construction project teams in the United Arab Emirates (UAE). Three collective coping strategies were examined, including problem-focused, relationship-focused and emotion-focused coping strategies.

O'Reilly et al.’s (1991) organisational culture profile (OCP) assessed organisational culture values. Data were collected through an online questionnaire from practitioners in the United Arab Emirates (UAE) construction organisations.

The findings show a high correlation between competitiveness culture values and problem-focused team coping strategy. Relationship-focused team coping strategy was found to have a high correlation with emphasis on rewards and performance orientation values. Conversely, an emotion-focused team coping strategy correlates highly with competitiveness, supportiveness and emphasis on rewards cultural values.

The cross-sectional design of the survey and the UAE context may present limits to the generalisability of findings.

Limited attempts have been made to study collective coping in construction project teams. The study paves the path for exploring emergent socio-psychological concepts in construction organisations, including the impact of organisational culture on team collective coping with adverse events.

Understanding the pivotal impact of culture on successful team coping provides managers with valuable insights into managing situational adversity in construction project teams.

The purpose of this study is to test whether equity theory (ET) – which posits that individuals compare their outcome/input ratio to the ratio of a “comparison other” and classify individuals as Benevolent, Equity Sensity, and Entitled – applies to the modern workplace of global virtual teams (GVT), where work is mostly intellectual, geographically dispersed and online, making individual effort nearly impossible to observe directly.

Using a sample of 1,343 GVTs comprised 6,347 individuals from 137 countries, this study tests three ET’s predictions in the GVT context: a negative, linear relationship between Benevolents’ perceptions of equity and job satisfaction in GVTs; an inverted U-shaped relationship between Equity Sensitives’ perceptions of equity and job satisfaction in GVTs; and a positive, linear relationship between Entitleds’ perceptions of equity and job satisfaction in GVTs.

Although the second prediction of ET is supported, the first and third have statistically significant opposite signs.

The research has important ramifications for management studies in explaining differences in organizational behavior in GVTs as opposed to traditional work settings.

The authors conclude that the main novelty with ET in GVTs is that GVTs are an environment stingy with satisfaction for “takers” (Entitleds) and generous in satisfaction for “givers” (Benevolents).

Grounded in dynamic capabilities theory, this study aims to examine how dynamic capabilities and a transactive memory system (TMS) can build the resilience of service organizations and improve their financial performance. Limited studies examine the link between a TMS and organizational resilience.

The authors test a theoretical model on a sample of 350 UK service firms that were impacted by the COVID-19 pandemic and analyze the data using partial least square structural equation modeling.

Results highlight the positive effects of a TMS and dynamic capabilities on organizational resilience. Only a TMS and organizational resilience have direct positive effects on financial performance.

To the best of the authors’ knowledge, this is the first study to ascertain the influence of a TMS on organizational resilience in service firms following adversity.

This study aims to gain a deeper understanding of the industry practice to guide the formation of support tools with a rigorous theoretical backing. Cross-functional teams are an essential component in new product development (NPD) of complex products to promote comprehensive coverage of product design, marketing, sales, support as well as many other activities of business. Efficient use of teams can allow for greater technical competency coverage, increased creativity, reduced development times and greater consideration of ideas from a variety of stakeholders. While academics continually aspire to propose methods for improved team composition, there exists a gap between research directions and applications found within industry practice.

Through interviewing product development managers working across a variety of industries, this paper investigates the common practices of team utilization in an organizational setting. Following these interviews, this paper proposes a conceptual two-dimensional management support model aggregating the primary drivers of team success and providing direction to systematically address features of team management and composition.

Based on this work, product managers are recommended to continually address the positioning of members throughout the entire NPD process. In the early stages, individuals are to be placed to work on project components with explicit consideration toward the perceived complexity of tasks and individual competency. Throughout the development process, individuals’ positions vary based on new information while continued emphasis is placed on maintaining a shared understanding.

Bridging the gap between theory and application within product development teams is a necessary step toward improved product develop. Industrial settings require practical solutions that can be applied economically and efficiently within their organization. Theoretical reflections postulated by academia support improved team design; however, to achieve true success, they must be applicable when considering product development.