Communication in virtual teams: a conceptual framework and research agenda

Marlow, Shannon L.; Lacerenza, Christina N.; Salas, Eduardo

doi:10.1016/j.hrmr.2016.12.005

Cited by 198 publications

(204 citation statements)

References 86 publications

Supporting

Mentioning

189

Contrasting

Unclassified

Order By: Relevance

“…Furthermore, combining these communication tools and techniques reflected the conceptual framework proposed by Marlow et al (2017). Marlow et al (2017) encourage researchers to explore how these communication elements or tools and techniques, as noted in this study, affect team performance in their combined effect.…”

Section: Trustmentioning

confidence: 88%

“…A key factor enabling growth in the use of virtual teams has been advances in communication technology (e.g., Gilson, Maynard, Young, Vartiainen, & Hakonen, how the combination of communication tools that effective leaders use can influence virtual team success (Hambley et al, 2007;Hoch & Kozlowski, 2014;Lilian, 2014;Marlow et al, 2017;Montoya-Weiss, Massey, & Song, 2001;Morgeson, Derue, & Karam, 2010;Powell et al, 2004). The purpose of this article is to report the results of a study of how leaders' use of communication tools and techniques in combination affect virtual team performance.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Virtual Team Leader Communication: Employee Perception and Organizational Reality

Newman

Ford

Marshall

2019

International Journal of Business Communication

View full text Add to dashboard Cite

Based on a study of leader communication effectiveness conducted in a large human resource outsourcing firm, this article reports how virtual team members’ perceptions of their leaders’ effective use of communication tools and techniques affect team performance outcomes. The study also investigates the role that trust plays in moderating the relationship between virtual team members’ perceptions of their leaders’ effective use of communication and team performance. Analysis of 458 responses from 68 teams found a positive relationship between virtual team members’ perceptions of leaders’ effective use of communications and team members’ perception of their team’s performance. The study also found that trust strengthens the relationship between perceived leader communication effectiveness and team performance results. Last, the study also revealed serious organizational alignment issues between what team members perceived to be effective leader communication, their perception of team performance outcomes, and the organizations performance measured by a balanced scorecard.

show abstract

Section: Trustmentioning

confidence: 88%

Section: Introductionmentioning

confidence: 99%

Virtual Team Leader Communication: Employee Perception and Organizational Reality

Newman

Ford

Marshall

2019

International Journal of Business Communication

View full text Add to dashboard Cite

show abstract

“…Thus, by working on factors like technology, communications, trust, maturity, and cultural intelligence, GVTs members' perception of resources would increase, thus, making them increase their cognitive, emotional and behavioural contributions towards the team goals through higher levels of engagement. The importance of cultural intelligence (Erez et al, 2013), technological competence (Carlson, Carlson, Vaughn, & George, 2017;Chatfield et al, 2014), individual maturity (Friedrich, Friedrich, & Fetzer, 2017), informal communication (Marlow, Lacerenza, & Salas, 2017) and trust among team members in GVT (Alsharo, Gregg, & Ramirez, 2017;Chatfield et al, 2014) have been studied earlier with their direct linkages to effective functioning of GVTs. However, we conceptualise the relationship between the drivers and GVT success could be facilitated through the process of employee engagement.…”

Section: Discussionmentioning

confidence: 99%

Drivers of Employee Engagement in Global Virtual Teams

Shaik

Makhecha

2019

AJIS

View full text Add to dashboard Cite

Global Virtual Teams (GVTs) comprise geographically distributed groups of people collaborating with each other through technology-mediated communication. Members of GVTs are from different cultural backgrounds and time zones, who may (or may not) meet in person to take complex decisions or to deliver on the tasks that are of strategic importance. Though technology has enabled GVTs in almost all multinational organisations across all industries, keeping the members of GVTs engaged over the duration of the team's task or project could still pose a challenge for organisations. Employee engagement is defined as an employee's cognitive, behavioural and physical state directed towards organisational outcomes. While employee engagement has been researched in a collocated team context, it remains an under-researched area in the context of GVTs. Given that there are several characteristics of GVTs which are distinct from the collocated team, it warrants a separate inquiry, which we undertake in this study. This study uses the Job Demands-Resources theory of employee engagement to derive the drivers of employee engagement in GVTs. Through interpretive analysis of the lived experiences of members working in an organisation which extensively uses GVTs for achieving its strategic goals, we conceptualise five drivers of employee engagement, namely, cultural intelligence, communication (formal and informal), technology, trust and individual maturity.

show abstract

“…Increased and earlier use has even led to fundamentally different socialization patterns in organizational settings (Kaplan and Haenlein ). For example, researchers have found that many organizational members maintain active social‐professional online ties with individuals whom they have rarely or never met via a variety of ICTs (e.g., Ford, Piccolo, and Ford ; Katz and Rice ; Marlow, Lacerenza, and Salas ; UCLA ). Another example of a prominent shift is in the dissemination of news from traditional media such as television and newspapers to digital sources (Grabowicz ).…”

Section: E‐leadership: Definition and Significancementioning

confidence: 99%

Defining E‐leadership as Competence in ICT‐Mediated Communications: An Exploratory Assessment

Roman

Wart

Wang

et al. 2018

Public Administration Review

142

View full text Add to dashboard Cite

While many aspects of the dramatic shifts caused by digital government have made enormous progress, the leadership of those who serve the public via electronic means has yet to take a significant step forward. This article addresses three questions: How significant has e-leadership become? What are the challenges in trying to create a more comprehensive model of defining and measuring e-leadership? And, based on current knowledge, what skill and behavioral elements are candidates for a concrete e-leadership model? The authors develop and test an original model that focuses on e-leadership as a competence in virtual communications (i.e., the use of ICT-mediated communications) and the digital opportunities and challenges that are created. The results provide strong support for the proposed model. The article concludes with a discussion of a future agenda for e-leadership research that can be developed in a manner that is fruitful for theory and practitioners. Evidence for Practice• Leadership is as much virtual as it is face-to-face today; e-leadership is an important and distinctive ability in organizational management that can lead to more effective organizational functioning. • An effective e-leader communicates clearly, provides adequate social interaction, and demonstrates technological know-how through and within virtual environments. • In the long term, effective e-leadership builds responsible teams, sets effective accountability processes, inspires change, and develops trust virtually. • E-leadership is a set of technology-mediated social influencing processes intended to change attitudes, feelings, thinking, behavior, and performance within organizations. • Six competencies lead to effective e-leadership: e-communication, e-social skills, e-change skills, e-team skills, e-tech savvy, and e-trustworthiness.

show abstract

Communication in virtual teams: a conceptual framework and research agenda

Cited by 198 publications

References 86 publications

Virtual Team Leader Communication: Employee Perception and Organizational Reality

Virtual Team Leader Communication: Employee Perception and Organizational Reality

Drivers of Employee Engagement in Global Virtual Teams

Defining E‐leadership as Competence in ICT‐Mediated Communications: An Exploratory Assessment

Contact Info

Product

Resources

About