Virtual Teams

Maynard, Marianne; Gilson, Lucy L.; Young, Nicole C. Jones; Vartiainen, Matti

doi:10.1002/9781119256151.ch15

Cited by 13 publications

(13 citation statements)

References 158 publications

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“…The term "virtual teamwork," a concept that is closely related to telecommuting, describes collaboration in (usually occupational) teams that is mediated by electronic tools and communication technologies (e.g., Hertel et al, 2005;Maynard et al, 2017). Although initially introduced as categorical concepts, virtuality is better considered as a dimension on which teams can vary, from face to face (low virtuality) to fully mediated (high virtuality, e.g., procurement teams with members working from different countries and time zones using online project management tools exclusively, such as web conferencing, cloud platforms for file sharing, and documentation of work progress).…”

Section: Virtual Teamworkmentioning

confidence: 99%

Pandemics: Implications for research and practice in industrial and organizational psychology

Rudolph

Allan

Clark³

et al. 2021

Ind. Organ. Psychol.

321

222

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Pandemics have historically shaped the world of work in various ways. With COVID-19 presenting as a global pandemic, there is much speculation about the implications of this crisis for the future of work and for people working in organizations. In this article, we discuss 10 of the most relevant research and practice topics in the field of industrial and organizational psychology that will likely be strongly influenced by COVID-19. For each of these topics, the pandemic crisis is creating new work-related challenges, but it is also presenting various opportunities. The topics discussed herein include occupational health and safety, work–family issues, telecommuting, virtual teamwork, job insecurity, precarious work, leadership, human resources policy, the aging workforce, and careers. This article sets the stage for further discussion of various ways in which I-O psychology research and practice can address the issues that COVID-19 creates for work and organizational processes that are affecting workers now and will shape the future of work and organizations in both the short and long term. This article concludes by inviting I-O psychology researchers and practitioners to address the challenges and opportunities of COVID-19 head-on by proactively adapting the work that we do in support of workers, organizations, and society as a whole.

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Section: Virtual Teamworkmentioning

confidence: 99%

Pandemics: Implications for research and practice in industrial and organizational psychology

Rudolph

Allan

Clark³

et al. 2021

Ind. Organ. Psychol.

321

222

View full text Add to dashboard Cite

show abstract

“…Although there is a vivid discussion about relevant dimensions of team virtuality such as spatial distribution, richness of used communication, media synchronicity, or cultural diversity (e.g. Hoch and Kozlowski, 2014; Kirkman and Mathieu, 2005, Maynard et al, 2017), all definitions include the key defining element of the reliance on electronic communication media. Thus, we use this criterion as the defining aspect of team virtuality in the current study.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Trust in teams: A taxonomy of perceived trustworthiness factors and risk-taking behaviors in face-to-face and virtual teams

et al. 2019

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Do we really need personal meetings to develop trust within teams? Which factors impact trust emergence within face-to-face and virtual teams? How do high-trust teams interact compared with teams with low team trust? Trust is seen as an important predictor of behavior in teams. However, the psychological mechanisms linking team trust to both its antecedents and its behavioral consequences are not well understood. The present study introduces a new taxonomy of team trust mechanisms by integrating results from a qualitative interview study with prior theoretical and empirical research on team trust. We conducted exploratory interviews based on the critical incident technique with 55 professionals who had substantial teamwork experience. Altogether, 776 behavioral items were collected stemming from 127 team events that were perceived as critical for the emergence of trust in teams. A content analysis revealed five main categories of perceived trustworthiness factors in teams as antecedents of team trust and three main categories of risk-taking behaviors as behavioral consequences in teams. The findings contribute to a better understanding of team trust emergence and related behaviors in teams. Future research should validate the derived taxonomy of team trust with quantitative data.

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“…The study of virtual healthcare teams provides an opportunity to examine different conceptualizations and dimensions of virtuality, a concept currently under debate in the field (Maynard et al, 2017), and its effects on team processes and performance within single and across multiple performance episodes. For example, in the inpatient setting, teams engaging in virtual rounding or teams working within inpatient COVID-19 care units will exhibit variations in functional diversity (e.g., clinical expertise), technology used (e.g., videoconferencing, telephone), and geographic dispersion (e.g., locally within the hospital with some in/out of the patient room) throughout the duration of a patient's hospitalization.…”

Section: Advancing the Science Of Virtual Teamsmentioning

confidence: 99%

“…Fundamentally, they are two or more people that interact together through synchronous and asynchronous technologies while working toward shared and valued goals. What we know about virtual teams (see recent reviews by Gilson et al, 2015;Maynard et al, 2017) and other foundational areas of I-O psychology can inform the creation of virtual healthcare teams and telehealth practice. However, virtual healthcare teams are different from other virtual teams in several critical ways.…”

mentioning

confidence: 99%

“…Needs assessments, critical incidents, and observations of team interactions can inform specific virtual teamwork training and development needs. Virtual healthcare teams may conduct team debriefs to discuss teamwork and performance and identify opportunities to improve action processes such as coordination, communication, and planning, which are well studied in the virtual teams literature (see Maynard et al, 2017).…”

mentioning

confidence: 99%

See 1 more Smart Citation

Virtual teamwork in healthcare delivery: I-O psychology in telehealth research and practice

Kennel

Rosen

Lowndes

2021

Ind. Organ. Psychol.

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Virtual Teams

Cited by 13 publications

References 158 publications

Pandemics: Implications for research and practice in industrial and organizational psychology

Pandemics: Implications for research and practice in industrial and organizational psychology

Trust in teams: A taxonomy of perceived trustworthiness factors and risk-taking behaviors in face-to-face and virtual teams

Virtual teamwork in healthcare delivery: I-O psychology in telehealth research and practice

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