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Article
Publication date: 28 June 2019

Chong King Tan, Ramayah T., Ai Ping Teoh and Jun-Hwa Cheah

Virtual teams had become a fundamental way to conduct business for organizations to remain competitive and sustain in a global environment. Organizations which willing to…

2582

Abstract

Purpose

Virtual teams had become a fundamental way to conduct business for organizations to remain competitive and sustain in a global environment. Organizations which willing to understand what makes virtual teams more effective can likely accrue positive results from virtual teams. Hence, the purpose of this paper is to investigate what are the factors that impact the performance of virtual team. This study highlights factors that influence virtual team performance, which not been widely studied in developing countries (i.e. Malaysia). This study tests the impact of six factors (coordination, communication, relationship building, cohesion, trust and reward) on team performance.

Design/methodology/approach

A quantitative approach via self-administered questionnaire was adopted. A total of 205 questionnaires were successfully collected at the end of the data collection. Structural equation modelling using partial least squares approach (i.e. ADANCO 2.0 software) was then used to assess the relationships among variables in the virtual team.

Findings

After ensuring the data have acceptable reliability and validity, structural model assessment was performed to test the hypotheses. The results indicated that a significant and positive relationship exists between communication, relationship building, cohesion and trust towards team performance. On the other hand, no significant relationship was found between coordination and reward towards team performance.

Research limitations/implications

First, the study may be slightly biased due to the differences in the size of the multinational companies. The result might tend to represent the bigger companies where more virtual teams are available for sampling of this study. Second, the duration of virtual team (long-term and short-term) and the number of sites in the team should be clearly identified. The respondents might have very different experiences and perceptions in different settings of virtual team environment. Therefore, taking care of these characteristics would have provided a more detailed and comprehensive understanding of factors influencing virtual team performance in Malaysia.

Practical implications

The findings from this study can serve as guideline for managers to manage the virtual teams effectively, as well as to optimizes the resources usage and implement the most efficient tools of communication, and subsequently improve the overall efficiency of the teams. This study is useful for researchers, managers and organizations to highlight the factors that contribute to virtual team performance.

Originality/value

The present study has not only extended the use of Media Richness Theory in the context Virtual Team Performance in a developing country but also broadened the previous study through inclusion of other crucial factor, namely, Reward. Given the significant role in the Global marketplace, the understanding of factors influencing virtual team performance in Malaysia using the extended theory of Media Richness would contribute knowledge not only to technology management but also to manufacturing service industry.

Details

Kybernetes, vol. 48 no. 9
Type: Research Article
ISSN: 0368-492X

Keywords

Open Access
Article
Publication date: 3 July 2023

Shubhi Gupta, Govind Swaroop Pathak and Baidyanath Biswas

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…

Abstract

Purpose

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.

Design/methodology/approach

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).

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Social implications

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.

Originality/value

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

Article
Publication date: 5 December 2022

Rachel Xenia Chang, Marly Monteiro Carvalho and Roberto Sbragia

Performance in virtual teams, which faces cultural and demographic differences, is a relevant phenomenon that has been widely investigated in recent decades, but with…

Abstract

Purpose

Performance in virtual teams, which faces cultural and demographic differences, is a relevant phenomenon that has been widely investigated in recent decades, but with opportunities in exploring other levels of analysis as individual and project. This current research aims to understand how multicultural virtual teams affect individual, team and project performance.

Design/methodology/approach

The authors conducted a systematic literature review (SLR) and bibliometric analysis to capture 273 papers from the Web of Science (WoS) database using a snowball approach. In a second approach, the authors selected 130 papers to conduct a content analysis.

Findings

The authors presented a longitudinal overview regarding the adoption of virtual teams in project management (PM) literature. A conceptual framework was proposed to explore the relationship between multicultural virtual teams and performance with three levels of analysis: individual, teams and project. The authors contributed with research hypotheses to be explored in future empirical studies not only at the team perspective but also at the project and individual levels. The thematic analysis suggested that the literature focus has shifted from hard to soft aspects faced by virtual teams. Social identity/categorization theory was the most prominent theory in this body, but it is not fully explored in PM literature. Other opportunities of future studies are to understand the impact of cultural diversity, the sense of belongingness, the project life cycle and the development of a knowledge management program.

Originality/value

The authors developed a 3-level conceptual framework for future empirical studies and demonstrated that cultural differences are mainly approached at the national level in the literature, bringing suggestions for future empirical research.

Details

International Journal of Managing Projects in Business, vol. 16 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 14 June 2022

Meenakshi Chaudhary, Subhanjali Chopra and Jaspreet Kaur

Advances in information technology have revolutionised the working environment. The concept of working in virtual teams was in existence in the developed part of the globe since…

Abstract

Purpose

Advances in information technology have revolutionised the working environment. The concept of working in virtual teams was in existence in the developed part of the globe since 1960s. In developing economies, it emerged in the recent decades and gained impetus during the ongoing pandemic. This paper aims to propose examining the relationship between team cohesion and virtual team performance with the help of meta-analysis.

Design/methodology/approach

On published research, combined random effect meta-analysis and moderator analysis were done with the aid of Meta-essential 1.5 software. The preferred reporting items for systematic reviews and meta-analyses was designed for systematic meta-analysis.

Findings

The meta-analysis shows significant effect of cohesion on virtual team performance (r = 0.40, p < 0.000). Study outcomes indicate a positive relationship between team cohesion and virtual team performance. High heterogeneity was found and moderator analysis was performed to examine the heterogeneity.

Research limitations/implications

According to the findings, the performance of teams of different sizes, tenure and occupation should not be viewed as equivalent. Results of the study can be generalised to business (employees), education (students) and online gaming teams.

Practical implications

Managers should be aware of cohesion concerns in work process because they may foreshadow future performance challenges or reflect other organisational issues affecting virtual team performance. The relationship between team cohesion and team performance is predicted by team occupation, size and time.

Originality/value

To the best of the authors’ knowledge, this work is a first attempt to undertake meta-analysis to study the relationship between team cohesion and virtual team performance.

Details

Team Performance Management: An International Journal, vol. 28 no. 5/6
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 20 October 2021

Yinxuan Zhang, Ruonan Zhao and Xuan Yu

Based on path–goal theory and social learning theory, this research is aimed at investigating how authentic leadership can influence team performance in virtual teams…

1868

Abstract

Purpose

Based on path–goal theory and social learning theory, this research is aimed at investigating how authentic leadership can influence team performance in virtual teams, specifically the mechanisms through the mediator of high-quality interpersonal relationships and the moderator of task interdependence.

Design/methodology/approach

The valid data of this research were collected from 90 virtual teams including 388 team members and their 90 leaders with a time-lag in China, and then the data were mainly analyzed by the hierarchical multiple regression and bootstrapping method to test the hypotheses.

Findings

The research results reveal that authentic leadership can positively influence virtual team performance. High-quality interpersonal relationships mediate the relationship between authentic leadership and virtual team performance. Furthermore, the indirect relationship between authentic leadership and virtual team performance via high-quality interpersonal relationships is moderated by task interdependence.

Originality/value

Team performance as an important kind of team effectiveness is crucial to the virtual team's advantage and success. This research enriches the knowledge on the relationship between authentic leadership and virtual team performance, which contributes to the virtual leadership effectiveness and virtual team management.

Details

International Journal of Manpower, vol. 43 no. 4
Type: Research Article
ISSN: 0143-7720

Keywords

Book part
Publication date: 12 July 2011

Luis L. Martins and Marieke C. Schilpzand

Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly…

Abstract

Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly prevalent in organizations today. There has been a burgeoning of research on this relatively new organizational unit, spanning various academic disciplines. In this chapter, we review and discuss the major developments in this area of research. Based on our review, we identify areas in need of future research, suggest research directions that have the potential to enhance theory development, and provide practical guidelines on managing and working in GVTs.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-85724-554-0

Article
Publication date: 15 July 2022

Neerja Kashive, Vandana Tandon Khanna and Lina Powale

The coronavirus disease 2019 (COVID-19) situation has led to the emergence of virtual teams in all organizations, and the role of leadership has become more pertinent. The current…

3102

Abstract

Purpose

The coronavirus disease 2019 (COVID-19) situation has led to the emergence of virtual teams in all organizations, and the role of leadership has become more pertinent. The current research focuses on understanding the factors for better team performance in virtual teams. Based on the contingency perspective, the behavioral complexity in leadership (BCL) theory is the most appropriate as BCL requires the leader to demonstrate multiple contrasting leadership behaviors according to the situation. Both internal as well external roles were explored, which could facilitate better communication quality and role clarity to increase interpersonal trust and leadership effectiveness in the current crisis.

Design/methodology/approach

Data were collected from employees who have worked in virtual teams during the crisis and who have experience of working in a virtual team environment. A total of 200 questionnaires were distributed, and 175 were received. A path model was built applying partial least squares structural equation modeling (PLS-SEM).

Findings

Communication quality has come as a partial mediator for the relationship between internal and external leadership roles and trust. Role clarity fully mediated the relationship between external leadership roles and conflict. Internal and external leadership roles showed a significant effect on leadership effectiveness, which were further related to team performance in virtual teams. Additionally, synchronous technology was used more by virtual teams.

Research limitations/implications

The study did not examine cultural differences or cultural adaptation in virtual teams. Instead of the BCL theory, future research may apply attribute-based or relational-based theory to examine leadership roles in virtual team performance.

Originality/value

Using the BCL theory, the current study contributes to an understanding of virtual team performance and the internal as well as external role of leaders. This is relevant in an environment of extreme ambiguity such as COVID-19.

Details

Journal of Management Development, vol. 41 no. 5
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 September 2002

Krishna Prasad and K.B. Akhilesh

This paper examines the aspect of designing global virtual teams and the key factors that impact team design. Examines how design impacts team performance. Proposes a conceptual…

8853

Abstract

This paper examines the aspect of designing global virtual teams and the key factors that impact team design. Examines how design impacts team performance. Proposes a conceptual model for designing such teams to deliver optimal performance. The model contains four major elements: virtual team structure, strategic objectives, work characteristics and situational constraints. The impact of the last three elements on team structure and their relationship to team performance are examined. Proposes a multi‐dimensional measure for virtual team structure, and considers how situational demands and performance constraints can impact team design. Highlights the fact that performance of teams too is multi‐dimensional and design has to consider the tradeoff involved in these factors. Proposes that global virtual teams be designed with a holistic approach considering an optimal fit between the team structure and the key impacting factors like objectives, work characteristics and situational constraints to deliver performance.

Details

Team Performance Management: An International Journal, vol. 8 no. 5/6
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 1 February 2001

Youngjin Yoo and Prasert Kanawattanachai

In this study, we examine the developments of transactive memory systems and collective mind and their influence on performance in virtual teams. Although one of the oft‐cited…

Abstract

In this study, we examine the developments of transactive memory systems and collective mind and their influence on performance in virtual teams. Although one of the oft‐cited benefits of the virtual team is the ability of its members to contribute diverse knowledge and expertise, the question of how virtual team members can bring their respective knowledge and expertise to solve the problems they face has been largely ignored in the past research on virtual teams. Building on an emerging body of socio‐cognitive literature, we argue that transactive memory systems and the collective mind are two important variables that explain team performance. We tested our hypotheses with a longitudinal data set that was collected from 38 virtual teams of graduate management students from six universities in four countries over eight weeks. The results suggest that the influence of team members' early communication volume on team performance decreases as teams develop transactive memory systems and a collective mind. The results further suggest that the development of a collective mind represents a high‐order learning in team settings.

Details

The International Journal of Organizational Analysis, vol. 9 no. 2
Type: Research Article
ISSN: 1055-3185

Article
Publication date: 28 October 2007

Alanah Davis and Deepak Khazanchi

This paper describes the concept of mutual knowledge and its potential impact on virtual team performance. Based on an analysis of extant literature, we argue that there is a gap…

Abstract

This paper describes the concept of mutual knowledge and its potential impact on virtual team performance. Based on an analysis of extant literature, we argue that there is a gap in our understanding of what is known about mutual knowledge as it impacts team dynamics and virtual team performance. Supporting literature, anecdotes, and case studies are used to discuss the importance of mutual knowledge for virtual team performance and the research issues that need to be addressed in the future.

Details

American Journal of Business, vol. 22 no. 2
Type: Research Article
ISSN: 1935-5181

Keywords

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