Virtual Teams and the Importance of Building Trust

Harell, Georgina; Daim, Tuğrul U.

doi:10.1109/mitp.2009.135

Cited by 12 publications

(6 citation statements)

References 14 publications

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“…Second, the participants who served on global virtual teams raised the unique aspects of serving on a global virtual team, particularly the cultural differences. Earlier research on virtual teams identified that different cultures view work roles, deadlines, and management roles differently (Harrell & Daim, 2009). Cultural dispersion adds complexity to virtual team communication (Liao, 2017).…”

Section: Resultsmentioning

confidence: 99%

Virtual team member perspectives on personal development: A sequential explanatory study

Edsall

Conrad

2021

New Dir Child Adolesc Dev

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The use of virtual teams in organizations has shifted upward exponentially since the onset of COVID–19, yet available research does not include findings based on workplace virtual team members, as opposed to student populations. Research is limited on what virtual workplace team members consider important in the performance coaching and personal development processes. Research on virtual team member perspectives is valuable for human resource professionals and organizational leaders and particularly helpful to organizations struggling to respond to the new work–at–home environment. The purpose of the mixed–methods study was to explore the perspectives of virtual team members about how performance coaching, mentoring, and training contribute to their personal development. Participants for the study were members of social network virtual team groups who have been members of virtual work teams. The sequential explanatory study data was from a sample of 149 virtual team members (12 for the pilot survey and 137 for the full study). The Kruskal–Wallis results led to the rejection of the null hypothesis at an overall significance level of 0.05, with significance levels of 0.014 for coaching and 0.008 for mentoring, indicating a perceived positive contribution from performance development efforts (coaching and mentoring) on the personal development of individual virtual team members. These results on the interpersonal aspects of virtual teams from team members and consideration of perspectives on their personal development provide organizations, leadership, and human resources professionals, valuable information to improve virtual teams and the team member experience in normal and unusual work situations.

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Section: Resultsmentioning

confidence: 99%

Virtual team member perspectives on personal development: A sequential explanatory study

Edsall

Conrad

2021

New Dir Child Adolesc Dev

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“…Nydegger and Nydegger (2010) suggested factors such as reducing costs, increasing productivity, improving customer service, and gaining access to new global markets as the primary reasons for the shift from physical to virtual. However, Harell and Daim (2009) indicated that the new shift toward virtual teams had raised some organizational challenges such as maintaining remote leadership, managing cultural differences, and developing trust relationships among the teams.…”

Section: Introductionmentioning

confidence: 99%

“…Because of the widespread of virtual teams in today's global economy (Neufeld, Wan, & Fang, 2008;Nydegger & Nydegger, 2010) including telecommunication industry, the challenges that virtualization creates among teams (Harell & Daim, 2009;Staples & Zhao, 2006), and the importance of teamwork in support environment (De Pillis & Furumo, 2007;Kabachinski, 2010), it is important to examine if teams' mode of operation (virtual versus face-to-face) has a relationship with the teams' performance. This study examines such possible relationship between support teams' mode of operation and their performance.…”

Section: Introductionmentioning

confidence: 99%

Exploring the Relationship Between Mode of Operation and Performance of Support Teams in Telecommunication Companies

Saafein

2014

International Journal of Customer Relationship Marketing and Management

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Whereas previous studies have attempted to investigate the correlation between mode of operation (virtual versus face-to-face) and team performance, these studies have been primarily focused on project management and distance learning. However, few studies, if any, have addressed the performance of virtual teams carrying complex technical support tasks in telecommunication companies. The primary proposition of the study that there is a relationship between team performance (comprised of three factors, namely, goals achievement, customer satisfaction, and team health) and the mode of operation was tested. A secondary proposition that team size has a significant effect on the relationship between the mode of operation and support team performance was tested also. One hundred twenty support professionals working for telecommunication companies based in California's Silicon Valley completed web-based surveys, which offered data on support operations in virtual and face-to-face settings and assessment of teams' performance in each setting. Whereas the findings indicated correlations between the mode of operation and the three factors of support team, further analysis indicated weak linear relationships among the variables. In addition, data analysis failed to support a significant effect of team size on the relationships between mode of operation and the three measures of support team performance.

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“…This includes awareness of the presence of other team members, their work on the project, information about team members, awareness of the common working environment, etc. A rich common work context in a team adds to mutual trust, work morale, and work efficiency [4], [19]. Cockburn's Osmotic Communication, as one of project management strategies [6], which can be viewed as another organizational pattern, probably best corresponds to peripheral perception.…”

mentioning

confidence: 99%

“…While the probability of communication between team members is high when distances are small, it rapidly decreases if the distance between them is more than 10 m [19]. In the case of a distributed environment, when it is not possible to use direct communication, information and communication technologies can be of help.…”

mentioning

confidence: 99%

Supporting Peripheral Perception in Distributed Teams by Enforced Exposure to Chat Messages

Novotný

Vranić

2022

IEEE Trans. Human-Mach. Syst.

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Members of colocated teams benefit from being able to peripherally perceive ongoing conversations separating the useful information from the rest of the ambient sound. Instead of oral communication, distributed teams usually rely on chat. We developed an approach to supporting peripheral perception in distributed teams by enforced exposure to chat messages and implemented it as a chat client for Slack. The idea is to expose the team members to receive messages in order to emulate natural peripheral perception of oral communication that can be observed in colocated teams. We assessed how well enforced exposure to chat messages supports peripheral perception by following communication intensity, message relevance, and distraction in two experiment settings: content-based and periodical message displaying. The experiments were performed with four student teams in a week to two weeks' time span. Seven team members had our chat client installed, while the rest of them ( 14) did not and used the unadapted chat clients they commonly use. The experiments were accompanied by a survey. Overall, enforced exposure to chat messages was perceived positively by the participants, especially in content-based message displaying. Communication intensity was clearly higher there, too. A strong correlation between the distraction caused by enforced exposure to chat messages and the communication intensity has been confirmed.

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Virtual Teams and the Importance of Building Trust

Cited by 12 publications

References 14 publications

Virtual team member perspectives on personal development: A sequential explanatory study

Virtual team member perspectives on personal development: A sequential explanatory study

Exploring the Relationship Between Mode of Operation and Performance of Support Teams in Telecommunication Companies

Supporting Peripheral Perception in Distributed Teams by Enforced Exposure to Chat Messages

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