Identification in Face-to-Face, Hybrid, and Pure Virtual Teams: Untangling the Contradictions

Fiol, C. Marlene; O’Connor, Edward J.

doi:10.1287/orsc.1040.0101

Cited by 324 publications

(260 citation statements)

References 47 publications

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“…Hybrid-virtual teams, compared with pure virtual teams, are teams that rely on both technology-supported virtual channels and face-to-face contacts (Dixon and Panteli, 2010;Fiol and O'Connor, 2005). Virtual platforms of team management are becoming increasingly pervasive in many intra-organizational and interorganizational forms (Kirkman et al, 2004;O'Leary and Cummings, 2007;O'Leary and Mortensen, 2010).…”

Section: Sample and Data Collectionmentioning

confidence: 99%

Modeling team knowledge sharing and team flexibility: The role of within-team competition

Baruch

Lin

2014

Human Relations

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This version is available at https://strathprints.strath.ac.uk/46686/ Strathprints is designed to allow users to access the research output of the University of Strathclyde. Unless otherwise explicitly stated on the manuscript, Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Please check the manuscript for details of any other licences that may have been applied. You may not engage in further distribution of the material for any profitmaking activities or any commercial gain. You may freely distribute both the url (https://strathprints.strath.ac.uk/) and the content of this paper for research or private study, educational, or not-for-profit purposes without prior permission or charge.Any correspondence concerning this service should be sent to the Strathprints administrator: strathprints@strath.ac.ukThe Strathprints institutional repository (https://strathprints.strath.ac.uk) is a digital archive of University of Strathclyde research outputs. It has been developed to disseminate open access research outputs, expose data about those outputs, and enable the management and persistent access to Strathclyde's intellectual output.

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Section: Sample and Data Collectionmentioning

confidence: 99%

Modeling team knowledge sharing and team flexibility: The role of within-team competition

Baruch

Lin

2014

Human Relations

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“…A process is determined as a set of activities to achieve a goal. By removing physical means of interaction in doing a series of activities, the virtual process is conceptualized (Fiol & O'Connor, 2005). The virtual process is not only simulated but is also conducted (Overby, 2008).…”

Section: Virtualization Of Processmentioning

confidence: 99%

A New Insight into Design Approach with Focus to Architect-Client Relationship

Norouzi¹,

Shabak²,

Embi³

et al. 2015

ASS

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Many studies stress cooperation between architects and clients in which knowledge and experiences are shared in order to reach synergy. Thus, a process approach is required to make the latent knowledge and intention of the client explicit, efficiently connecting him/her to the architect. However, little attention has been given to socio-technical features of this relationship within architectural design process. This study aims to present an approach with collaborative, communicative and innovative features, which develop client involvement, information sharing and design-supporting tools within architectural design process. A literature survey has been conducted to investigate the characteristics of the communication process, architectural design process, design-supporting tools and means, method and concept of virtualization in design and communication. Finally, this study concluded by integrating the concept of virtualization and virtual reality tools into communication and design process. A new design approach will be generated, which will satisfy both architect and client, as well as design outcomes.

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“…An individual's sense of belonging to a particular team is central to the success of the team because it provides the 'glue' that can promote desirable team cohesion for individuals working together from different locations, and foster trust building in the team [4,21]. Without seeing and knowing the entire team, however, individuals in a team feel 'not part of the team': "I have not seen the entire team.…”

Section: No Sense Of Belongingmentioning

confidence: 99%

Understanding lack of trust in distributed agile teams: a grounded theory study

Dorairaj

Noble

Malik

2012

16th International Conference on Evaluation &Amp; Assessment in Software Engineering (EASE 2012)

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Background: Trust fuels team performance and contributes to build an effective and cohesive team. The self-organizing and collaborative nature of Agile teams increases the importance of trust in software development teams. Trust is, however, affected in distributed teams. Aim: Through a Grounded Theory study we investigate the impact of trust in distributed Agile teams. Method: We interviewed 45 Agile practitioners from 28 different software companies in the USA, India and Australia, over a period of 3 years, using semi-structured open-ended questions. Results: In this paper, we present the reasons for lack of trust and its adverse effects in distributed Agile teams that emerged from the analysis, using the causal-consequences theoretical model. Conclusion: Understanding the causes and consequences of lack of trust can develop awareness of the importance of trust in distributed teams and pave ways for effectively building trust in project-oriented contexts.

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Identification in Face-to-Face, Hybrid, and Pure Virtual Teams: Untangling the Contradictions

Cited by 324 publications

References 47 publications

Modeling team knowledge sharing and team flexibility: The role of within-team competition

Modeling team knowledge sharing and team flexibility: The role of within-team competition

A New Insight into Design Approach with Focus to Architect-Client Relationship

Understanding lack of trust in distributed agile teams: a grounded theory study

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