Strengthening Identification with the Team in Virtual Teams: The Leaders' Perspective (original) (raw)
Related papers
2012
This article explores some of the challenges faced when managing virtual teams, in particular the role played by trust and identity in virtual teams. It outlines why teams and virtual teams have become a valuable part of the modern organization and presents ten short case studies that illustrate the range of activities in which virtual teams can be found. Following this, the article examines some of the common problems encountered in virtual team working. It discusses two broad classes of solutions. The first are solutions that are essentially technical in nature (i.e., where changes to or improvements in technology would help to solve or ameliorate the problem); the second are more organizationally based (i.e., where the root of the problem is in people and how they are managed). The article concludes that both the technical and the organizational solutions need to be considered in parallel if an attempt to build an effective virtual team is to be successful.
Analysis of Communication Methods for Improving Communication in Virtual Teams
Virtual teams face challenges using communication technologies to communicate and collaborate. The lack of face-to-face interaction makes engaging virtual team members more difficult than in a traditional team. Recommendations will be discussed on improving communication and engagement right from the start. Hence members will be engaged until the end and eventually improve project outcomes. Expert interviews will be conducted with the general guide approach. With this methodological approach, interviewees have the role of a consultant. The analyzed success factors in the interviews are communication, technology and engagement, which are drawn from literature. The interview results are evaluated through qualitative analysis. Results will be discussed and possible recommendations will be developed on how to improve communication and engagement in virtual teams right at the outset of a project. A mind map visualizes the results drawn from the interviews, which presents the possible solutions: Internal and external rules, brand identity, gamification and the buddy program.
Identity Communication in Virtual Teams: Insights from Interviews with Working Professionals
2015
Organizations are increasingly using virtual teams to gain competitive advantages in the marketplace, but managers face a tradeoff between the benefits that such virtual teams provide and their inherent weaknesses. This paper examines identity communication in virtual environments, arguing that identity communication can counteract some of the negative aspects of virtual teamwork. Using coded transcriptions from 35 semi-structured interviews with working professionals who participate in virtual teams, we explore the process of identity communication in virtual teams and the role of technology in influencing and enabling these processes. Using established identity and media theories as a guide, we formulate, and then refine, a framework to summarize consistent themes in the interview data. Our findings lay the groundwork for future theoretical development in this relevant area of research, and we argue that further advances in this domain will allow organizations to more effectively ...
Proceedings of the 54th Hawaii International Conference on System Sciences
Although much research has examined how individuals convey their identities to others at work and outcomes related to identity communication, we know little about outcomes associated with identity communication in virtual settings. In this study, we examine the relationship between professionals' motives for communicating their identities to others and their perceptions of virtual team communication effectiveness. In doing so, we consider the moderating role of features of the communication media (information control, reach, reprocessability) on these relationships. We find that three motives (self-protection, self-creation, and self-enhancement) relate to team members' perceptions of communication effectiveness. We also find evidence for the influence of communication media features on several of these relationships. We provide an overview of our data collection methodology and results, concluding with theoretical and practical implications.
Sustainability
The present paper sets out to investigate the relationships among several key constructs that cover the work patterns and processes in the context of the COVID-19 pandemic. Emphasis is laid on the leader-team communication, the fostering of a strong team culture, team performance and satisfaction with teamwork in the case of virtual teams. The scrutiny is intended to complement recent developments in the field which compared traditional and virtual teams at different levels by adding knowledge to virtual teams’ communication and interaction patterns and processes. In this vein, an online survey was conducted with 175 members from different virtual teams. The findings showed the advancement of a pertinent conceptual model, mostly displaying significant relationships among constructs. Four out of the five formulated hypotheses were validated, the highest influences being reported between leader-team communication and team culture, respectively, and between team performance and satisfa...
WORK TOGETHER… WHEN APART CHALLENGES AND WHAT IS NEED FOR EFFECTIVE VIRTUAL TEAMS
Increasingly competitive global markets and accelerating technological changes have increased the need for people to contact via electronic medium to have daily updates, the people those who could not able to meet face to face every day. Those who contact via electronic medium i.e. Virtual Team, are having number of benefit but to achieve these potential benefits, however, leaders need to overcome liabilities inherent in the lack of direct contact among team members and managers. Team members may not naturally know how to interact effectively across space and time. By this paper author try to throw some lights on the challenges that virtual team faces and try to elaborate what is needed for Virtual Team.
Virtual team interaction: assessment, consequences, and management
Team Performance Management: An International Journal, 2000
Virtual teams are typically made up of geographically dispersed experts, supported by computer‐based communication technologies. Though increasingly popular this is still a relatively unstudied organizational form. Virtual team membership is typically based solely on needed expertise; the teams rarely have any history of interaction and their performance potential is unknown. Research shows that teams exhibit constructive, passive, and aggressive interaction styles, which have significant effects on the decisions the teams produce as well as the teams’ satisfaction with those decisions. We present managerial tools for the assessment of conventional and virtual team interaction styles. We detail how the tools are used, and we also discuss how the styles manifest in each medium, and their effects. We give suggestions to team managers on how to use the insights the tools provide to manage their virtual teams for optimal performance.