The Bright Side of Virtual Collaboration: How Teams Can Profit From Dispersion.

Siebdrat, Frank; Hoegl, Martin; Ernst, Holger

doi:10.5465/ambpp.2008.33627369

Cited by 15 publications

(12 citation statements)

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“…It is crucial to set up virtual teams so that each team member has to contribute something and everyone has equal opportunities to participate. In addition, it is important to 6 SHS Web of Conferences 119, 03003 (2021) https://doi.org/10.1051/shsconf/202111903003 QQR'21 provide time for a virtual team member to socialize casually after the activity or formal meeting [24]. The results are shown in Table 8 match those observed in earlier studies.…”

Section: Source: Elaborated By Authorssupporting

confidence: 66%

Challenges to Managing Virtual Teams in Georgian SMEs

Abeltina

Rizhamadze

2021

SHS Web Conf.

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The novel coronavirus pandemic has brought about an unprecedented economic and social crisis. The work methods have seen a significant change, and telework has experienced swift growth. The practical application of teleworking needs technology, social and organizational support. Employees who are less tech-savvy require digital training. There is limited data on this topic. Therefore, this research will contribute to a deeper understanding of the issue related to managing virtual teams. An objective of this study is to examine how virtual teams are developed and to identify the challenges to managing virtual reams in selected Georgian SMEs. This study seeks to obtain data that will help to analyze and review issues that arise in the process of managing diverse and geographically dispersed virtual teams. This research is constructed on a brief literature review, survey and focus group discussions among the representatives of SMEs operating in the financial and IT sector in Georgia. According to study findings, companies that pursue successful eleadership consider teleworking as an opportunity. The most interesting finding is that timely availability of necessary information, effective communication and well-defined tasks influence the collaboration between virtual team members and is pivotal whilst managing a virtual team.

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Section: Source: Elaborated By Authorssupporting

confidence: 66%

Challenges to Managing Virtual Teams in Georgian SMEs

Abeltina

Rizhamadze

2021

SHS Web Conf.

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“…These DTs will need leadership of one form or another to build team cohesion, facilitate access to resources, and guide teams along the path(s) to success. Preliminary evidence even suggests that smoothly functioning DTs can be more effective than colocated or FTF teams (Siebdrat, Hoegl, & Ernst, 2008). To develop leadership for DTs, we need to know them.…”

Section: Resultsmentioning

confidence: 99%

Leadership in Multiplayer Online Gaming Environments

Lisk

Kaplancali

Riggio

2011

Simulation & Gaming

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With their increased popularity, games open up possibilities for simultaneous learning on multiple levels; players may learn from contextual information embedded in the narrative of the game and through the risks, benefits, costs, outcomes, and rewards of the alternative strategies that result from fast-paced decision making. Such dynamics also contribute to building relationships and sharing/delegating authority with others, in other words, acquiring leadership skills. Games and simulations have long histories as tools to facilitate learning and training, especially in formats such as board games, role-playing games, and real-life simulations. However, multiplayer online games are rarely used outside military training for leadership development. With its emphasis on transformational leadership skills in distributed teams (DTs), this study presents several findings on leadership in multiplayer online environments, such as INFINITEAMS and EVE ONLINE. To cope with globalization, technological change, and highly competitive environments, leaders of DTs must have a better understanding of the contextual variables in online environments, and massively multiplayer online video games provide robust platforms to test their skills.

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“…Conversely, team members may feel distant despite being near to each other (Kolb, 2013). What this suggests is that there exists a contradiction, whereby the "perceived distance does not increase linearly with actual distance" (Siebdrat et al, 2008).…”

Section: Perceived Proximitymentioning

confidence: 99%

Shared mental models and perceived proximity: a comparative case study

Zamani

Pouloudi

2021

ITP

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PurposeThe aim of this study is to understand how virtual teams experience perceived proximity. Existing literature suggests that perceived proximity can be achieved through quality communication and increased identification. However, not much is known as to how these two may be achieved within the context of virtual teams.Design/methodology/approachThe authors address their research question through a comparative case study, with the help of two virtual teams of software developers and the authors adopt a subset from the Constructivist Grounded Theory Method procedures for the purposes of coding to understand the potential explanations regarding the two teams' differences in perceptions of perceived proximity.FindingsThe authors’ study shows that shared mental models support quality communication and team members to identify with the shared values of their team. Quality communication is easier achieved when the team shares a dynamic and evolving understanding of the tools for communication and collaboration. The authors also draw attention to the importance of how work is organised and the influence of the temporal dimension on virtual teams beyond the temporal organisation of collaborative work.Originality/valueThe value of this study is found in its contribution towards the development of a formal connection between perceived proximity and shared mental models, that is empirically grounded, and which holds an explanatory value in addressing how perceived proximity can be supported rather than compromised.

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The Bright Side of Virtual Collaboration: How Teams Can Profit From Dispersion.

Cited by 15 publications

References 0 publications

Challenges to Managing Virtual Teams in Georgian SMEs

Challenges to Managing Virtual Teams in Georgian SMEs

Leadership in Multiplayer Online Gaming Environments

Shared mental models and perceived proximity: a comparative case study

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