Global Virtual Team Performance: The Effect of Coordination Effectiveness, Trust, and Team Cohesion

Paul, Ravi; Drake, John R.; Liang, Huigang

doi:10.1109/tpc.2016.2583319

Cited by 95 publications

(92 citation statements)

References 83 publications

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“…This reduction of parameters is consistent with current recommendations to reduce the workload for observers to increase their reliability (Salas et al 2017). Long-term issues such as cohesion and trust are recognized as potentially important (Maccoun et al 2005;Furumo and Pearson 2006;Paul et al 2016) but have been excluded from this research for two reasons: (1) evolution of long-term team development effects are expected to be difficult to observe during the short life-span of the ad-hoc experiment teams, and (2) the focus of the observer reliability study is the circumstance under which the observers operate (unable to monitor the entire team). One might argue that a full investigation into the consequences of observers operating under these circumstances would be helpful, and that is probably true.…”

Section: Scopesupporting

confidence: 82%

“…Such evaluations are prone to subjective interpretations and bias, but their popularity reside in the ease of understanding and applying such methods, they can be used almost regardless of assessment purpose, and with very little technical resources (Wildman et al 2013). Furthermore, the assessment can take team development and other factors that are difficult to measure into consideration, such as trust and cohesion (Riegelsberger et al 2003;Tabassi et al 2014;Paul et al 2016;Alsharo et al 2017). Observation-based and self-assessment based techniques are sometimes seen as the only ways to get insight into team-cognitive processes, and they are equally applicable to team-and individual-level constructs (Baker and Salas 1992).…”

Section: Automated Vs Manual Team Performance Assessment Techniquesmentioning

confidence: 99%

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Towards automated assessment of team performance by mimicking expert observers’ ratings

Granåsen

2018

Cogn Tech Work

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Automation is the holy grail of performance assessment. Cheap and reliable automated systems that produce consistent feedback on performance. Many such systems have been proposed that accurately measure the state of a product or the outcome of a process. Procedural faults can be detected and even mitigated without the need for human interference. In production industry and professional sports, this is a natural part of business. However, in macrocognitive team performance studies, human appraisal is still king. This study investigates the reliability of human observers as assessors of performance among virtual teams, and what they base their assessments on when only able to monitor one of the team members at a time. The results show that expert observers put a lot of emphasis on task outcomes and on communication and are generally reliable raters of team performance, but there are several aspects that they cannot rate reliably under these circumstances, e.g., team workload, stress, and collaborative problem-solving. Through simple algorithms, this study shows that by capturing task scores and different quantitative communication metrics, team performance ratings can be estimated to closely match how the expert observers assess team performance in a virtual team setting. The implication of the study is that numeric team performance estimations can be acquired by automated systems, with reasonable accuracy and reliability compared to observer ratings.

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Section: Scopesupporting

confidence: 82%

Section: Automated Vs Manual Team Performance Assessment Techniquesmentioning

confidence: 99%

Towards automated assessment of team performance by mimicking expert observers’ ratings

Granåsen

2018

Cogn Tech Work

View full text Add to dashboard Cite

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“…For example, our results align with those from a study of 14 virtual teams that discovered the relationship between individual trust and team cohesion was reciprocal and created a positive feedback loop. 2 Our qualitative ndings also build on the quantitative ndings of Tan and colleagues, which found team cohesion to be a dynamic process that is an important factor for virtual team performance, 42 as well as those of Lin and colleagues in their meta-analysis of 50 studies that identi ed team cohesion as one of only ve factors (along with relationship building, trust, communication and coordination) signi cantly associated with virtual team performance and satisfaction. 4 Moreover, Salvatore reported that greater professional autonomy perceived by physicians was associated with greater organizational identity and pro-social organizational behavior by the clinicians.…”

Section: Integration With Previous Worksupporting

confidence: 65%

“…Interviews were done by HM (6), HP (4), and TMD (2). Each lasted between 16 and 48 minutes (M = 33, SD = 11).…”

Section: Participants and Interviewsmentioning

confidence: 99%

Building Cohesion in Distributed Telemedicine Teams Findings from the Department of Veterans Affairs National Telestroke Program

Patel

Damush

Miech

et al. 2020

Preprint

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Background: As telemedicine adoption increases, so does the importance of building cohesion among physicians in telemedicine teams. For example, in acute telestroke services, stroke specialists provide rapid virtual stroke assessment and treatment to patients at hospitals without stroke specialty care. In the National Telestroke Program (NTSP) of the U.S. Department of Veterans Affairs, a virtual (distributed) hub of stroke specialists throughout the country provides 24/7 consultations nationwide. We examined how these specialists adapted to distributed teamwork, and we identified cohesion-related factors in program development and support. Methods: We conducted a case study of the stroke specialists employed by the NTSP. Semi-structured, confidential interviews with stroke specialists in the virtual hub were recorded and transcribed. We explored the extent to which these specialists had developed a sense of shared identity and team cohesion, and we identified factors in this development. Using a qualitative approach with constant comparison methods, two researchers coded each interview transcript independently using a shared codebook. We used matrix displays to identify themes, with special attention to team cohesion, communication, trust, and satisfaction. Results: Of 13 specialists with at least 8 months of NTSP practice, 12 completed interviews; 7 had previously practiced in telestroke programs in other healthcare systems. Interviewees reported high levels of trust and team cohesion, sometimes even more with their virtual colleagues than with local colleagues. Factors facilitating perceived team cohesion included a weekly case conference call, a sense of transparency in discussing challenges, engagement in NTSP development tasks, and support from the NTSP leadership. Although lack of in-person contact was associated with lower cohesion, annual in-person NTSP meetings helped mitigate this issue. Despite technical challenges in establishing a new telehealth system within existing national infrastructure, providers reported high levels of satisfaction with the NTSP. Conclusion: A virtual telestroke hub can provide a sense of team cohesion among stroke specialists at a level comparable with a standard co-located practice. Engaging in transparent discussion of challenging cases, reviewing new clinical evidence, and contributing to program improvements may promote cohesion in distributed telemedicine teams.

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“…There have been several studies highlighting challenges and project managing techniques in terms of software and agile development, and virtual projects as well [16], [20]- [22]. Most of the studies share common characteristics, but are difficult to comprehend and adapt in industries because of the differences in organizational dynamics, working practices and aptitude of individuals.…”

Section: Introductionmentioning

confidence: 99%

Exploring the Critical Success Factors of Virtual-Agile IT Projects: A Grounded Theory Study

Amar

Haag²

2017

IJIMT

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Business dynamics and competition have necessitated IT organizations to use virtual style of working depending on the principles of agile methods. Virtual-agile IT projects are most relevant in the context of software and web development, new product development and information system projects. Organizations where fulfilling the demands of clients, face several complexities during projects; mainly obstructed by differences in location, time, culture and working dynamics etc. This paper aims to explore some useful practices undertaken in IT industry to deal with such criticalities. The research uses qualitative methods and grounded theory methodology to generate emerging themes recognized as codes or concepts; which were further transformed into categories based on their properties and dimensions. Categories or sub-categories identified were arranged using coding paradigm which helped to identify a core-category. Consequently, the relationships were refined, arranged in a unique way in selective coding phase and a storyline was generated elaborating the relationships between various categories, sub-categories and concepts. Finally, a conclusion is made and recommendations are proposed for future research.

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Global Virtual Team Performance: The Effect of Coordination Effectiveness, Trust, and Team Cohesion

Cited by 95 publications

References 83 publications

Towards automated assessment of team performance by mimicking expert observers’ ratings

Towards automated assessment of team performance by mimicking expert observers’ ratings

Building Cohesion in Distributed Telemedicine Teams Findings from the Department of Veterans Affairs National Telestroke Program

Exploring the Critical Success Factors of Virtual-Agile IT Projects: A Grounded Theory Study

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