Managing distances and differences in geographically distributed work groups.

Armstrong, David J.; Cole, Paul

doi:10.1037/10189-007

Cited by 175 publications

(229 citation statements)

References 10 publications

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“…A leader's social presence may be difficult to achieve in a virtual environment; thus, creating challenges in team integration, member identification, and coordination (Connaughton and Daly, 2004). It has been argued that the major difference between mediocre and high-performing virtual teams is the development of effective virtual leaders who are able to develop and lead the virtual team to achieve success in project deliverables (Armstrong and Cole, 2002;Piccoli et al, 2004).…”

Section: Introductionmentioning

confidence: 99%

Analysis of competencies for effective virtual team leadership in building successful organisations

Maduka¹,

Edwards

Greenwood³

et al. 2018

BIJ

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Northumbria University has developed Northumbria Research Link (NRL) to enable users to access the University's research output. Copyright © and moral rights for items on NRL are retained by the individual author(s) and/or other copyright owners. Single copies of full items can be reproduced, displayed or performed, and given to third parties in any format or medium for personal research or study, educational, or not-for-profit purposes without prior permission or charge, provided the authors, title and full bibliographic details are given, as well as a hyperlink and/or URL to the original metadata page. The content must not be changed in any way. Full items must not be sold commercially in any format or medium without formal permission of the copyright holder. The full policy is available online: http://nrl.northumbria.ac.uk/policies.html This document may differ from the final, published version of the research and has been made available online in accordance with publisher policies. To read and/or cite from the published version of the research, please visit the publisher's website (a subscription may be required.) Analysis of competencies for effective virtual team leadership in building successful organisationsAbstract: Purpose Global competition and advances in technology have enhanced the growing trend of virtual teams in order to execute business strategies. Thus, understanding the competencies needed for virtual leadership effectiveness is essential and vital to organisational success. The purpose of this paper is to identify and analyse the required competencies for virtual team leadership and its effectiveness in an organisation.

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Section: Introductionmentioning

confidence: 99%

Analysis of competencies for effective virtual team leadership in building successful organisations

Maduka¹,

Edwards

Greenwood³

et al. 2018

BIJ

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“…Along with the coordination and communication difficulties arising from dispersion, team members who are located in different cities have the demands on their attention further compounded by the proximity of local colleagues, whose attempts to pull their attention toward other tasks and away from the focal team can be hard to resist (Armstrong & Cole, 1995). For team members who are located in different countries, finally, the demands on their attention are compounded even further by the greater differences encountered across countries as well as by the need to manage pressures from local colleagues.…”

Section: Moderating Role Of Geographic Dispersionmentioning

confidence: 99%

So many teams, so little time: Time allocation matters in geographically dispersed teams

2011

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SummaryGeographically dispersed teams whose members do not allocate all of their time to a single team increasingly carry out knowledge-intensive work in multinational organizations. Taking an attention-based view of team design, we investigate the antecedents and consequences of member time allocation in a multi-level study of 2055 members of 285 teams in a large global corporation, using member survey data and independent executive ratings of team performance. We focus on two distinct dimensions of time allocation: the proportion of members' time that is allocated to the focal team and the number of other teams to which the members allocate time concurrently.At the individual level, we find that time allocation is influenced by members' levels of experience, rank, education, and leader role on the team, as predicted. At the team level, performance is higher for teams whose members allocate a greater proportion of their time to the focal team, but surprisingly, performance is also higher for teams whose members allocate time to a greater number of other teams concurrently. Furthermore, the effects of member time allocation on team performance are contingent on geographic dispersion: the advantages of allocating more time to the focal team are greater for more dispersed teams, whereas the advantages of allocating time to more other teams are greater for less dispersed teams. We discuss the implications for future research on new forms of teams as well as managerial practice, including how to manage geographically dispersed teams with the effects of member time allocation in mind.

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“…Second, the usefulness of rich ICT media such as videoconferencing is limited in distributed settings because they require copresence-the need for all participants to simultaneously attend the meeting. In offshore software services, time-zone differences make such copresence very difficult to manage (e.g., Armstrong and Cole 2002).…”

Section: Finding 2: In Distributed Projects Within-firm Coordinationmentioning

confidence: 99%

The Firm as a Coordination System: Evidence from Software Services Offshoring

Srikanth

Puranam

2014

Organization Science

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T o examine what, if any, are the differences in how activities are coordinated within versus between firms, we conducted interviews with 32 project managers regarding 60 projects in the offshore software services industry. Uniquely, our projects were sampled along two dimensions: (1) colocation versus spatial distribution and (2) delivery by groups of individuals from a single firm versus from multiple firms. Our evidence suggests that in colocated projects, the same broad categories of coordination mechanisms are used both within and between firms. However, there is a qualitative difference in how geographically (i.e., spatially) distributed projects are coordinated within versus between firms. Distributed projects conducted within firms rely extensively on tacit coordination mechanisms; such mechanisms are not readily available in between-firm projects that are spatially distributed. This difference may arise because of the lack of shared history and lack of enforcement through common authority in the between-firm context.

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Managing distances and differences in geographically distributed work groups.

Cited by 175 publications

References 10 publications

Analysis of competencies for effective virtual team leadership in building successful organisations

Analysis of competencies for effective virtual team leadership in building successful organisations

So many teams, so little time: Time allocation matters in geographically dispersed teams

The Firm as a Coordination System: Evidence from Software Services Offshoring

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