Identifying the development stages of virtual teams – An application of social network analysis

Abstract

PurposeThe purpose of this study is to explore some quantitative indicators from the social network analysis, observe the variations of these indicators over time and determine whether these indicators fit into the traditional team development stages model or theory. The primary focus is on the perspective of social interaction rather than the suitability of the indicator, i.e. the authors will not determine the optimal indicators nor compare the performance of different indicators. This study aims to propose a quantitative method to identify the development stages of virtual teams.Design/methodology/approachTwo phases were designed in this study. The first phase was a simple study to prove the preliminary ideas and explore which quantitative indicators would be suitable for analysis. In total, 16 undergraduates were randomly assigned to two virtual teams. They were required to complete an information system (IS) project through virtual teamwork and use information and communications technologies (ICTs) to communicate with each other. After proving the preliminary ideas, the authors collected communication data of the 30 virtual teams working on IS projects in the second phase. The total duration of this process was two months.FindingsThe findings practically identified three stages, which were found to be consistent with that of the previous qualitative studies. In the initial (inclusion) stage, intensity had an upward trend. In the second (control) stage, centralization had an upward trend. In the final (affection) stage, intensity and density had upward trends and centralization had a downward trend. Both density and centralization also became smooth in this final stage. The conclusion can serve as a basis for further studies in virtual team development.Originality/valueA successful virtual team will help industries to reduce their costs and increase performance and benefits. The findings will help industries quickly and objectively identify which stage they are at. This quantified approach will provide managers and leaders with a simple, useful way to highlight the needs for managing different aspects of team behavior at each stage of development. After establishing this approach, managers and leaders will be able to make plans to improve existing processes, set priorities, provide suitable principles and guidelines, etc., and eventually improve virtual team performance.

The Benefits of Employing Global Virtual Teams in International Business

“…point out that the benefits of VPTs in terms of cost savings are clear and cannot be overlooked. Lin and Roan (2021) have confirmed that a successful virtual workforce assists businesses cut expenses while boosting output. Moreover, global virtual teams can avoid costly face-to-face contacts thanks to the growth of multinational virtual teams (MNVT) (Cheng et al, 2021;Zaharie, 2021).…”

“…Moreover, companies could experience a rise in efficiency and effectiveness thanks to the chance to engage the finest employees in GVTs, regardless of where they are physically located (Capolupo et al, 2022). Other Researchers confirmed that, one of the benefits of global virtual teams is their ability to access larger pools of talent Lin & Roan, 2021). Because GVTs provide a number of advantageous outcomes, many international corporations employ them.…”

“…Because GVTs provide a number of advantageous outcomes, many international corporations employ them. For instance, GVTs can bring together the best pool of talent to work on a project despite their different geographic locations (Presbitero, 2020;Lin & Roan, 2021;Davidaviciene et al, 2020;Morrison-Smith & Ruiz, 2020;Zuofa & Ochieng, 2021;Eseryel et al, 2020).…”

“…It is noticeable that there is a significant growth in international business, and that the increase in the number of multinationals and the multiplicity of their branches is one of the manifestations of this growth. On the other hand, the dependence of multinational companies on global virtual teams is increasing dramatically, especially with the increasing development of information and communication technology due to its great advantages (Ben Sedrine et al, 2020;Mysirlaki & Paraskeva, 2020;Han et al, 2020;Glikson & Erez, 2020;Soon & Salamzadeh, 2020;Müller & Antoni, 2020;Garro-Abarca et al, 2021;González-Anta et al, 2021;Shaik et al, 2021;Zhang et al, 2022;Lin & Roan, 2021;Mayer et al, 2020). Statistics indicate an increasing growth of remote work in the virtual work method.…”

“…The research problem lies in the contradiction between the increasing importance of employing global virtual teams in international business, and the lack of studies dealing with the benefits of these teams. Many international companies in different industries and sectors have developed virtual teams in response to the more competitive global market because it may benefit organizations (Lin & Roan, 2021). However, studies on the advantages of virtual teams are still limited and are not addressed individually; rather, they are discussed in the context of other subjects.…”