The Virtual Team Challenge: Is It Time for Training?

Poehler, Lance; Schumacher, Terry

doi:10.1109/picmet.2007.4349552

Cited by 11 publications

(6 citation statements)

References 20 publications

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“…A virtual team is a geographically dispersed group of individuals who work together to achieve a common goal. ICTs allow each team member to communicate and coordinate from different locations in different time-zones outside the boundaries of the organization [7], [8]. These working groups have been given different names, such as, virtual teams, distributed teams, remote teams, computerbased teams, online teams and cross-site teams, and are used interchangeably in the literature on the subject [9].…”

Section: A Virtual Teammentioning

confidence: 99%

“…Literature on the matter shows that using virtual teams means more efficient work and this creates value for organizations. Other advantages include increased scope, improved response times and the dynamic adaptation of organizations to new situations [8], [20], [21]. Virtual teams also allow companies to make better use of their resources by hiring staff with the necessary experience, regardless of their geographic location.…”

Section: E Computer Mediated Communication (Cmc)mentioning

confidence: 99%

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Working in Virtual Teams: A Systematic Literature Review and a Bibliometric Analysis

2020

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Modern developments in technology have changed the way we socialize, communicate and work. Globalization, Information and Communication Technologies, digital culture and the increase in the amount of technology available for online communication mean that more organizations are implementing virtual teams. The growth in the use of virtual teams in organizations has incited researchers to investigate the different aspects, factors and challenges of these teams. This article uses a systematic literature review and a bibliometric analysis of virtual teams to identify the most relevant articles on the subject. These articles are then thoroughly reviewed and finally, a summary is made of all the research published over a five-year period. The systematic review of literature proposed by Ramey and Rao [1] and enhanced by Pulsiri and Thesenvitz [2] was used to examine the Scopus and Web of Science databases to identify the theories, research problems, research methodologies and results of 2354 studies on virtual teams published between 2015 and 2019. The main topics of the existing research in the field are reviewed, and the main limitations, problems and existing gaps in research are presented.

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Section: A Virtual Teammentioning

confidence: 99%

Section: E Computer Mediated Communication (Cmc)mentioning

confidence: 99%

Working in Virtual Teams: A Systematic Literature Review and a Bibliometric Analysis

2020

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“…It allows students to participate in a GV team exercise working on a real world problem. The experience provides students with the opportunity to come away with a better understanding of what it takes to collaborate successfully with other cultures through virtual communication technology on a GV team [ 16 ].…”

Section: Gv Teamsmentioning

confidence: 99%

Best Practices for Using Global Virtual Teams

Zaugg¹,

Davies²,

Parkinson³

et al. 2015

TECHTRENDS TECH TRENDS

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He has pursued research in design tools and processes, team formation and management, design education, and commercialization of new mechanism technologies. Magleby teaches design at the graduate and undergraduate level and is interested in educational partnerships with industry. He has been involved with the capstone program at BYU since its inception, has worked with the Business School to establish special graduate programs in product development, and helped to initiate a number of international programs for engineers. He is an active member of ASME and ASEE. Dr. Greg Jensen, Brigham Young University Dr. Randall Davies, Brigham Young UniversityRandall Davies is currently an Assistant Professor of instructional psychology and Technology at Brigham Young University. His professional experience includes 10 years as a high school technology and mathematics teacher. He also worked for several years teaching computer science, evaluation, assessment, and research related topics at the college level. His research involves program evaluation in educational settings with the general objective of understanding and improving the teaching and learning process. His research has a specific focus of evaluating technology integration, assessment policy, and educational practices. Mr. Aaron G. Ball, Brigham Young UniversityAaron G. Ball is a mechanical engineering M.S. candidate at the Ira A. Fulton College of Engineering and Technology at Brigham Young University. He is also concurrently an M.B.A. candidate at the Marriott School of Management at Brigham Young University. He graduated summa cum laude with a B.S. mechanical engineering degree from Brigham Young University, Idaho. Ball has previously worked in the automotive and aerospace industries. His current research is focused on identifying and validating global competencies for engineers and developing and evaluating educational programs designed to enable engineering students to develop global competence. He is a member of ASME. Best Practices for Using Global Virtual Teams AbstractMany internationally based business and engineering enterprises are using global virtual (GV) teams to connect and collaborate with international partners. To better prepare students to be successful leaders in this type of international interaction, universities are beginning to add GV teams to their repertoire of learning experiences to develop international outcomes. However, using a GV experience for international collaboration and interaction presents a number of issues and concerns that need to be resolved prior to implementing GV student teams. Using experience gained through GV team projects in an advanced engineering design course, this paper discusses key lessons learned to efficiently achieve successful results. The paper will focus on actions a university engineering program can take to facilitate GV team collaborations with partner universities.

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“…Chen, 2008;Hunsaker & Hunsaker, 2008;Katzy, Evaristo & Zigurs, 2000;Powell et al, 2004) Can manage the development and commercialization tasks quite well (Chesbrough & Teece, 2002) Organizations seeking to leverage scarce resources across geographic and other boundaries (Munkvold & Zigurs, 2007) Respond quickly to changing business environments (Bergiel et al, 2008;Mulebeke & Zheng, 2006) Sharing knowledge, experiences (Rosen, Furst, & Blackburn, 2007;Zakaria, Amelinckx, & Wilemon, 2004) Enable organizations to respond faster to increased competition (Hunsaker & Hunsaker, 2008;Pauleen, 2003) Better team outcomes (quality, productivity, and satisfaction) (Gaudes et al, 2007;Ortiz de Guinea, Webster, & Staples, 2005) Most effective in making decisions (Hossain & Wigand, 2004) Higher team effectiveness and efficiency (May & Carter, 2001;Shachaf & Hara, 2005) Self-assessed performance and high performance. (Chudoba et al, 2005;Poehler & Schumacher, 2007) Cultivating and managing creativity (Leenders et al, 2003) Improve the detail and precision of design activities (Vaccaro, Veloso, & Brusoni, 2008) Provide a vehicle for global collaboration and coordination of R&D-related activities Cascio, 2000;Hossain & Wigand, 2004;Kankanhalli et al, 2006;Rice et al, 2007) everything to be reinforced in a much more structured, formal process (Lurey & Raisinghani, 2001). …”

Section: Benefits and Drawbacks Of Virtual Teamsmentioning

confidence: 99%

“…Develop trust among the members are challenging (Kankanhalli et al, 2006;Poehler & Schumacher, 2007) Will create challenges and obstacles like technophobia (employees who are uncomfortable with computer and other telecommunications technologies) (Johnson et al, 2001) Variety of practices (cultural and work process diversity) and employee mobility negatively impacted performance in virtual teams. (Chudoba et al, 2005) Team members need special training and encouragement…”

Section: Benefits and Drawbacks Of Virtual Teamsmentioning

confidence: 99%