Search results

1 – 10 of 927
To view the access options for this content please click here
Article
Publication date: 17 August 2021

Pedro Marques-Quinteiro, Sjir Uitdewilligen, Patricia Costa and Ana Margarida Passos

This paper aims to test if team reflexivity is a countermeasure to the detrimental effect of team virtuality on team performance improvement, in decision-making teams.

Abstract

Purpose

This paper aims to test if team reflexivity is a countermeasure to the detrimental effect of team virtuality on team performance improvement, in decision-making teams.

Design/methodology/approach

Study 1 regarded 210 individuals (N = 44 teams) executing five decision-making tasks. Study 2 regarded 60 individuals (N = 20 teams) executing four decision-making tasks. Study 1 was longitudinal, with no experimental manipulation. Study 2 had an experimental longitudinal design comprising two between-team manipulations: medium of communication and team reflexivity; the outcome was team performance improvement.

Findings

Study 1’s results show that team reflexivity positively moderates the effect of virtuality on team performance improvement over time. Study 2’s results shows that a reflexivity manipulation benefits face-to-face teams more so than virtual teams, probably because team reflexivity is more effective when media richness is high.

Originality/value

The implications of reflexivity’s lack of effect in low virtuality (Study 1) and high virtuality (Study 2) teams are discussed. This study contributes to the team learning and virtual teams’ literatures by expanding current knowledge on how team reflexivity can facilitate team learning under face-to-face versus virtual communication conditions.

Details

The Learning Organization, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-6474

Keywords

To view the access options for this content please click here
Article
Publication date: 2 September 2013

Massimo Manzin and Cene Bavec

The research focused on the question how the authors could assess the impact of organizational virtuality on financial efficiency using primary data from company…

Abstract

Purpose

The research focused on the question how the authors could assess the impact of organizational virtuality on financial efficiency using primary data from company accounting records. The paper aims to discuss these issues.

Design/methodology/approach

The implemented model was based on the assumption that the authors could define virtuality with the joint effects of outsourcing and IT utilization. The authors also assumed that they could define virtuality with available financial indicators. The authors tested the model on a sample of tourist organizations in Slovenia. The main methodological challenges were hidden by diverse methods in calculating and keeping financial records in individual organizations. In some cases, the authors had to recalculate and adjust individual indicators in the particular company to make them methodologically comparable with others. As the modeling and testing tool the authors used structural equation modeling with two latent variables: organization virtuality and financial effectiveness.

Findings

The authors confirmed the basic research hypothesis that higher organizational virtuality leads to higher financial effectiveness in studied organizations. The authors also confirmed that they could develop a functional model of organizational virtuality on financial data only. However, the authors concluded that accuracy of the model could be improved if the authors would include also nonfinancial data that would provide a more holistic model of virtual organization.

Practical implications

The authors recognized that general concepts of organizational virtuality were often too academic and unpractical for managers in the real business. Therefore, the authors argued that financial indicators would provide managers with more convenient and management-like tools for assessing the level and the impact of virtuality.

Originality/value

Modeling organizational virtuality with financial indicators only extended the perception of virtuality and provided some original research and practical guidelines.

To view the access options for this content please click here
Article
Publication date: 17 October 2008

Remco de Jong, René Schalk and Petru L. Curşeu

This paper aims to examine the influence of the level of team virtuality on the effects of intra‐team conflicts on team performance, which have hardly been investigated.

Abstract

Purpose

This paper aims to examine the influence of the level of team virtuality on the effects of intra‐team conflicts on team performance, which have hardly been investigated.

Design/methodology/approach

A framework is proposed based on the extent to which team members use communication media to coordinate their actions and execute their tasks, taking into account the extent to which the communication media are synchronous and the extent to which the communication media convey para‐verbal and nonverbal aspects of communication. Data of 49 teams with 172 team members were analyzed using stepwise multiple regression analysis.

Findings

The level of team virtuality influences the relation between intra‐team conflict and perceived team performance. The higher the level of team virtuality, the greater the positive impact of task conflict on perceived team performance. In teams with a low level of virtuality task conflict has a negative impact on perceived team performance, and in high virtual teams task conflict has a positive impact. In addition, process conflict has a negative impact on perceived team performance.

Research limitations/implications

The present study provides a framework for the effects of the level of team virtuality that can be used in further research and has implications for practice.

Originality/value

The study shows the effects of the level of team virtuality on team performance, which is important considering the emerging use of virtual communication tools in organizations.

Details

Team Performance Management: An International Journal, vol. 14 no. 7/8
Type: Research Article
ISSN: 1352-7592

Keywords

To view the access options for this content please click here
Article
Publication date: 3 October 2016

M. Reza Hosseini, Nicholas Chileshe, Bassam Baroudi, Jian Zuo and Anthony Mills

Deploying hybrid construction project teams (HCPTs) in which the common pattern of interactions is a blend of face-to-face and virtual communications has been increasingly…

Abstract

Purpose

Deploying hybrid construction project teams (HCPTs) in which the common pattern of interactions is a blend of face-to-face and virtual communications has been increasingly gaining momentum in the construction context. Evidence has demonstrated that effectiveness of HCPTs is affected by a perceived level of virtuality, i.e. the perception of distance and boundaries between members where teams shift towards working virtually as opposed to purely collocated teams. This study aims to provide an integrated model of the factors affecting perceived virtuality in HCPTs, to address the conspicuous absence of studies on virtuality in the construction context.

Design/methodology/approach

An a priori list of factors extracted from existing literature on virtuality was subjected to the scrutiny of 17 experts with experiences of working in HCPTs through semi-structured interviews. Nvivo 10 was deployed for analysing the interview transcripts.

Findings

The findings outline the factors affecting virtuality in HCPTs and map the patterns of their associations as an integrated model. This leads to discovering a number of novel factors, which exert moderating impacts upon perceived virtuality in HCPTs.

Practical implications

The findings assist managers and practitioners dealing with any form of HCPTs (including building information modelling-based networks and distributed design teams) in identifying the variables manipulating the effectiveness of their teams. This enables them of designing more effective team arrangements.

Originality/value

As the first empirical study on virtuality in the construction context, this paper contributes to the sphere by conceptualising and contextualising the concept of virtuality in the construction industry. The study presents a new typology for the factors affecting perceived virtuality by categorising them into predictors and moderators.

Details

Construction Innovation, vol. 16 no. 4
Type: Research Article
ISSN: 1471-4175

Keywords

To view the access options for this content please click here
Article
Publication date: 1 August 2006

Sandhya Shekhar

The virtual organization is emerging as a much‐researched phenomenon in the context of inter‐organizational relationships as well as intra‐organizational issues. However…

Abstract

Purpose

The virtual organization is emerging as a much‐researched phenomenon in the context of inter‐organizational relationships as well as intra‐organizational issues. However, the existing literature on the subject provides multifarious views of virtual organizations, making it difficult to compare findings in research and derive actionable inputs for practice. This paper proposes a multi‐dimensional model with nine possible variants that serves to accommodate and understand virtuality in its various forms, giving greater conceptual clarity on how virtuality can be measured and interpreted in an organizational context.

Design/methodology/approach

A review of the literature shows that most discussions on virtuality have not made a clear delineation of its facets.

Findings

This paper first identifies the granularity and directionality of virtuality in order to understand virtuality in its different contexts. It then suggests that virtuality should be examined in terms of factors that influence it, the degree of virtuality, and the outcomes of virtuality.

Research limitations/implications

Given the breadth of coverage required to present a model in an area that is as large and complex as virtual organizations, a detailed discussion of the operationalization of the constructs has not been possible.

Originality/value

From a researcher's perspective, this model should aid a better understanding of virtuality whilst providing a framework within which existing and future contributions in this area can be studied. From a managerial perspective, this can be used by organizations to assess whether virtuality is indeed leveraged as a strategic tool or is largely a mere technological phenomenon.

Details

Leadership & Organization Development Journal, vol. 27 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

To view the access options for this content please click here
Article
Publication date: 14 December 2017

M. Reza Hosseini, Petra Bosch-Sijtsema, Mehrdad Arashpour, Nicholas Chileshe and Christoph Merschbrock

The “virtuality” of a team collaborative interaction is the extent to which it is accomplished in the same place, in fully distributed virtual teams, or in a hybrid…

Abstract

Purpose

The “virtuality” of a team collaborative interaction is the extent to which it is accomplished in the same place, in fully distributed virtual teams, or in a hybrid combination of the two. However, existence, strength and process of potential association between virtuality and effectiveness in construction project teams have remained elusive. This paper aims to address this gap in the literature.

Design/methodology/approach

In this study, a conceptual model demonstrating the association between virtuality and effectiveness of teams was developed through integrating the input-process-output (IPO) model and the “Big Five” theory. This conceptual model was contextualised for the construction industry drawing upon conducting 17 semi-structured interviews with hybrid team experts.

Findings

The findings provide the first model mapping the associations between virtuality and dimensions of team effectiveness for the construction context.

Practical implications

The discovered patterns of associations between virtuality and dimensions of effectiveness for hybrid construction project teams (HCPTs) will assist managers in designing and running more effective teams. In addition, the findings help construction practitioners better understand how virtuality influence the performance and satisfaction of team members in HCPTs. The present study concludes with outlining a set of recommendations based on the findings of the study.

Originality/value

As the first study in its kind, the present study offers a new insight into the concept and impacts of virtuality for construction teams and provides instructions and guidelines for designing and maintaining the effectiveness of such teams on construction projects.

Details

Construction Innovation, vol. 18 no. 1
Type: Research Article
ISSN: 1471-4175

Keywords

To view the access options for this content please click here
Article
Publication date: 14 March 2019

Karolis Tijunaitis, Debora Jeske and Kenneth S. Shultz

Technology and globalization of services have facilitated the digitalization of many processes at work. However, their impact on social capital is unknown. The purpose of…

Abstract

Purpose

Technology and globalization of services have facilitated the digitalization of many processes at work. However, their impact on social capital is unknown. The purpose of this paper is to examine the relationships between virtuality in the workplace and social capital.

Design/methodology/approach

Using an online survey, the authors recruited 152 female student workers using an opportunity sampling approach.

Findings

Participants who used social media at work (n=112) reported higher social capital overall than participants who did not use any social media to communicate with colleagues at work (n=40). This difference also presented itself in terms of the social capital subscales (network ties, shared vision and trust). Mediation analysis conducted with users of social media at work revealed that social media use was a significant mediator in the relationship between virtuality at work and social capital overall (partial mediation). Subsequent analyses with the subscales for virtuality and social capital suggested full mediation of the relationship in most instances (with the exception of work practices).

Originality/value

This is the first study to examine the relationship between virtuality, social media and social capital at work. The result of this study suggests that social media use at work between colleagues can play a significant role in promoting social capital in workplaces that are heavily reliant on technological application to support interactions at work and feature geographical and temporal dispersion.

Details

Employee Relations: The International Journal, vol. 41 no. 3
Type: Research Article
ISSN: 0142-5455

Keywords

To view the access options for this content please click here
Article
Publication date: 1 July 2004

Margaret Webster, David M. Sugden and Mike E. Tayles

The paper discusses the measurement of manufacturing virtuality and, in doing so, contributes to knowledge in the fields of operations strategy, operations management and…

Abstract

The paper discusses the measurement of manufacturing virtuality and, in doing so, contributes to knowledge in the fields of operations strategy, operations management and accounting. Initially, the use of a virtual manufacturing operations strategy within the contemporary business environment is considered. Thereafter, a conceptual scale by which the extent of the virtuality of a manufacturing organisation can be measured is presented. A preliminary version of the scale is described together with its application to three companies manufacturing in the global electronic and electrical industrial sector. These companies, each having adopted different operations strategies, potentially represent the two extremes and a mid‐point on the virtuality scale. The empirical component of the work includes presentation of case study descriptions of the companies and the results of the application of the scale. These are shown to provide evidence of its validity. The final section of the paper analyses the current form of the model and describes how its performance might be informed by the incorporation of concepts from accounting that embrace the financial measurement of intangible company assets. It is a further demonstration of the limitations of conventional financial reporting in dealing with contemporary issues in management and business. The paper concludes by discussing the generic significance of the work and by presenting future directions for the research.

Details

International Journal of Operations & Production Management, vol. 24 no. 7
Type: Research Article
ISSN: 0144-3577

Keywords

To view the access options for this content please click here
Article
Publication date: 27 April 2012

Colin Turner

The aim of this article is to explore the rise of firms making a strategic virtue of virtuality. This trend underlines the increased diversity of internationalisation…

Abstract

Purpose

The aim of this article is to explore the rise of firms making a strategic virtue of virtuality. This trend underlines the increased diversity of internationalisation trajectories within the modern international economy where multinational companies (MNCs) use third parties in a “strategic” manner to support a stated value proposition. To highlight this diversity, the article identifies a particular strategic type: virtual global strategy.

Design/methodology/approach

The article uses configural analysis to identify the particular strategic type of virtual global strategy. Based on the identification of this type, the article offers evidence from the corporate telecommunications market where this strategy has emerged.

Findings

The evidence offered suggests there are limits to the strategic value of a virtual global strategy. Not only are the conditions for its existence rare, but also even in those sectors where it is feasible many firms will seek a degree of hybridity as there is still value in some degree of physical presence either at the regional or local level.

Practical implications

The emergence of these innovative strategies challenges the understanding of the form and nature of internationalisation. Not only does it highlight that there is value in virtuality, but also challenges conventional understanding of the nature of commitment within host markets.

Originality/value

The value of the article lies in understanding the increasingly diverse set of trajectories linked to internationalisation and the ability of firms to make a strategic virtue of virtuality within international markets.

Details

European Business Review, vol. 24 no. 3
Type: Research Article
ISSN: 0955-534X

Keywords

To view the access options for this content please click here
Article
Publication date: 3 July 2017

Maria Caridi, Margherita Pero and Andrea Sianesi

Researchers ascertain that the more the activities of new product development (NPD) process are outsourced to partners, the higher the need for integration. The purpose of…

Abstract

Purpose

Researchers ascertain that the more the activities of new product development (NPD) process are outsourced to partners, the higher the need for integration. The purpose of this paper is to study: the extent to which the amount of information shared with the partners during NPD projects (DC visibility) depends on the degree of outsourcing (DC virtuality), and what are the context variables (product features and business relationship features) that influence this relationship.

Design/methodology/approach

This paper provides two sets of quantitative indexes to measure: the relevance of the activities outsourced during the NPD project (i.e. virtuality), in terms of the spread of the outsourced technological knowledge, and in terms of outsourced workload; and the amount of information that a focal company shares with product development partners (i.e. visibility). Seven NPD projects in different companies have been analyzed to investigate visibility, virtuality, and the implications of contingencies.

Findings

The cross-case analysis shows that the amount of information shared with the partners during the NPD project varies with the relevance of outsourced activities. In particular, the higher the relevance, the higher the amount of information shared with the partner. Partner location and integration, trust, and ICT support have a role in determining the amount of information shared with each single partner.

Originality/value

This study adopts an original network perspective in that the whole set of partners involved in the NPD process is analyzed. New quantitative indexes of visibility and virtuality of NPD projects are proposed, along with original insights about the impact of context variables. The quantitative indexes also provide a useful managerial tool to evaluate whether a focal company has the possibility to build competitive advantages that exploit unique resources beyond the boundaries of the company.

Details

Benchmarking: An International Journal, vol. 24 no. 5
Type: Research Article
ISSN: 1463-5771

Keywords

1 – 10 of 927