Managing a globally distributed workforce: Social and interpersonal issues.

Leung, Kwok; Peterson, Mark F.

doi:10.1037/12171-022

Cited by 16 publications

(12 citation statements)

References 173 publications

(217 reference statements)

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“…Collocated teams collaborate face to face, whereas noncollocated teams rely on technologymediated communication (Wildman et al, 2012). With the rapid advancement in information and communication technology, multinational corporations increasingly use noncollocated virtual teams (Connaughton & Shuffler, 2007;Hinds, Liu, & Lyon, 2011;Leung & Peterson, 2011). Technology-mediated communication helps multicultural teams in which members are sometimes geographically dispersed collaborate.…”

Section: Team Virtualitymentioning

confidence: 99%

Team creativity/innovation in culturally diverse teams: A meta‐analysis

Wang

Cheng

Chen³

et al. 2019

J Organ Behavior

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141

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Summary This meta‐analysis investigates the direction and strength of the relationship between diversity in culturally diverse teams and team creativity/innovation. We distinguish the effects of two diversity levels (i.e., surface level vs. deep level) in culturally diverse teams and examine the moderators suggested by the socio‐technical systems framework (i.e., team virtuality and task characteristics in terms of task interdependence, complexity, and intellectiveness). Surface‐level diversity in culturally diverse teams is not related to team creativity/innovation, whereas deep‐level diversity in culturally diverse teams is positively related to team creativity/innovation. Moreover, surface‐level diversity in culturally diverse teams and team creativity/innovation are negatively related for simple tasks but unrelated for complex tasks. Deep‐level diversity in culturally diverse teams and team creativity/innovation is positively related for collocated teams and interdependent tasks but unrelated for noncollocated teams and independent tasks. We discuss the theoretical and practical implications.

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Section: Team Virtualitymentioning

confidence: 99%

Team creativity/innovation in culturally diverse teams: A meta‐analysis

Wang

Cheng

Chen³

et al. 2019

J Organ Behavior

Self Cite

141

View full text Add to dashboard Cite

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“…Perhaps for this reason, ICT is a focus of recent research guided by the socio‐technical systems approach (Coakes & Coakes, ). ICT is particularly relevant for cultural diversity because global virtual teams are becoming prevalent (Connaughton & Shuffler, ; Hinds, Liu, & Lyon, ), which comprise “members located in multiple nations having different cultural backgrounds, information, knowledge and skills, and their collaboration is supported by a variety of media tools” (Leung & Peterson, , p. 781).…”

Section: Two Types Of Socio‐technical Moderatorsmentioning

confidence: 99%

Social processes and team creativity in multicultural teams: A socio‐technical framework

Leung

Wang

2015

J Organ Behavior

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Cultural diversity is widely believed to broaden the knowledge and perspectives in a team and hence benefit team creativity. However, cultural diversity can at the same time suppress team creativity through the negative social processes it engenders, and this negative mechanism has received little theoretical attention. We present a theoretical analysis to explicate how cultural diversity creates cultural identity and intercultural obstacles, which hinder knowledge sharing and integration among team members and hence team creativity. Drawing on the socio-technical systems perspective, we identify two types of contextual variables that moderate the negative, mediated impact of cultural diversity on team creativity: information and communication technology and task environment in terms of task characteristics. We provide an analysis of how each type of variables moderates the negative impact of cultural diversity on social processes and the impact of social processes on knowledge sharing and integration. Several future research directions based on the socio-technical systems perspective are discussed.

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“…We studied virtual teams using an electronic text‐based chat to communicate. Although past research has shown that users can make additional effort to compensate for these system shortcomings (DeSanctis & Poole, ; Leung & Peterson, ; Walther, ), they need enough time to adapt to the technology and approach the level of face‐to‐face communication, and this is not always feasible for short‐term project virtual teams, such as those used in our study. These characteristics can make team members' contributions to other members less visible, and unidentifiable individual contributions tend to promote social loafing (Karau & Williams, ).…”

Section: Introductionmentioning

confidence: 99%

Reducing perceived social loafing in virtual teams: The effect of team feedback with guided reflexivity

Peñarroja

Orengo

Zornoza

2017

J Applied Social Pyschol

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The aim of this study was twofold. The first aim was to study the effect of an intervention combining team feedback and guided reflexivity on virtual teams' affective outcomes. The second was to examine the mediating role of perceived social loafing in this relationship. An experimental laboratory study was carried out with 54 teams randomly assigned to an experimental condition or a control condition. Results showed that this intervention had an effect on satisfaction with the result, but not on group cohesion and satisfaction with the team. Moreover, perceived social loafing fully mediated the effect of this intervention on group cohesion and partially mediated its effect on satisfaction with the team and the result. Blaskovich, 2008). Based on Monzani, Ripoll, Peir o, and Van Dick's (2014) study on perceived social loafing in virtual teams, we argue that perceptions of social loafing in virtual teams represent team members' How to cite this article: Peñarroja V, Orengo V, Zornoza A. Reducing perceived social loafing in virtual teams: The effect of team feedback with guided reflexivity. J Appl Soc Psychol.

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Managing a globally distributed workforce: Social and interpersonal issues.

Cited by 16 publications

References 173 publications

Team creativity/innovation in culturally diverse teams: A meta‐analysis

Team creativity/innovation in culturally diverse teams: A meta‐analysis

Social processes and team creativity in multicultural teams: A socio‐technical framework

Reducing perceived social loafing in virtual teams: The effect of team feedback with guided reflexivity

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