Why virtual teams work – State of the art

Großer, Birgit; Baumöl, Ulrike

doi:10.1016/j.procs.2017.11.041

Cited by 17 publications

(19 citation statements)

References 21 publications

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“…Figure 1 represents the search process. In the SLR, we identified eleven other papers that are also literature reviews [16,17,18,19,20,21,22,23,24,25,26]. However, none of them considers the generational impacts in a digital workplace.…”

Section: Methodsmentioning

confidence: 99%

“…However, none of them considers the generational impacts in a digital workplace. Some authors state that this "remain[s] a topic not well presented in research" [22]. Further, the majority focus on one main aspect of the digital workplace, such as trust [23], leadership [18], or virtuality [24,16].…”

Section: Methodsmentioning

confidence: 99%

“…Little is known about the generational impacts in a digital workplace environment [22]. However, the younger generations may view working in a digital environment as natural and working in a traditional office (face-to-face) as the exception [25].…”

Section: Generational Characteristicsmentioning

confidence: 99%

“…2018 Virtual No Performance [21] The requirements and challenges for virtual collaboration. 2017 Virtual No Performance and motivation [22] The influence of virtuality and shared mental models on virtual teams' performance. 2017 Virtual Yes Performance [23] The influence of trust on virtual team effectiveness.…”

mentioning

confidence: 99%

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Designing digital workplaces for employee engagement: Practical guidelines from a systematic literature review

Moraes¹,

Cunha²,

Ramos³

2022

Proceedings of the Annual Hawaii International Conference on System Sciences

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Technological advancements have enabled a new perspective on the future of work, by bringing about job creation, job destruction, and different ways of work. In the meantime, new generations are becoming the majority of the global workforce. In this context, we performed a Systematic Literature Review (SLR) to understand how employees experience the digital workplace. We focused on generations Y (Millennials) and Z. We identified the need for the companies to consider process, people, and technology to provide a workplace where employees can perform their jobs seamlessly wherever they are. The SLR also provided the necessary input to propose a systematization of a set of guidelines across four phases to support organizations in the implementation of an engaging digital workplace.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Generational Characteristicsmentioning

confidence: 99%

mentioning

confidence: 99%

See 2 more Smart Citations

Designing digital workplaces for employee engagement: Practical guidelines from a systematic literature review

Moraes¹,

Cunha²,

Ramos³

2022

Proceedings of the Annual Hawaii International Conference on System Sciences

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“…Isolation, maintaining or losing trust, communication, misunderstanding and suspicion are the key challenges in remotely operating teams, and project management is to be able to manage and motivate teams (Pollitt, 2006). Communication By carrying out a situational analysis, Baumöl and Großer (2017) found that the most important factor that affects the performance of virtual teams is communication routines. Feedback not only about work, but social events are also important.…”

Section: Project Management Success Factors In Global Teamsmentioning

confidence: 99%

The Impact Factors on Project Management Success in Global Teams: The Case of Company “X” Projects

Sluka

Brence

2020

PEB

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Nowadays, with globalization and the development of information technology, global teams are one of the fastest growing types of teams. Communication technology capabilities have significantly reduced the cost of team management and remote collaboration. Current management science has a broad theoretical basis for managing teams that are physically located in one place, but there is much less understanding of how leaders can effectively manage global teams. Company X is a global management consulting, technology services and outsourcing company. All company projects have virtual teams and participants from different countries The goal of this research is to identify and study the factors that influence the success of global project team management and operations in Company X. The research provides answers to the following questions: 1) Which factors impact the project management success at global company X?; 2) What is the impact of a team member’s role and experience on project management success at company X?; 3) What are the cultural differences within the project teams? The data was collected from a survey of two global teams (n=31) at global company X. Team members represent three cultures: Finnish, Indian and Latvian. The analyzed factors were communication, remote communication tools, roles and rules, and trust and cooperation in a multicultural environment. Communication, remote communication tools, and roles and rules showed a statistically significant impact on project management success in global teams. The current role of team members has a negative effect on project management success. No statistically significant differences between cultures were found which supports Cultural Convergence Theory which suggests that two cultures will be more and more like each other as their interactions increase.

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Developing a remote team training program based on the space flight resource management model

Minato

Higashimoto

et al. 2021

Journal of Space Safety Engineering

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Why virtual teams work – State of the art

Cited by 17 publications

References 21 publications

Designing digital workplaces for employee engagement: Practical guidelines from a systematic literature review

Designing digital workplaces for employee engagement: Practical guidelines from a systematic literature review

The Impact Factors on Project Management Success in Global Teams: The Case of Company “X” Projects

Developing a remote team training program based on the space flight resource management model

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