The Experts below are selected from a list of 29493 Experts worldwide ranked by ideXlab platform
David J Pauleen - One of the best experts on this subject based on the ideXlab platform.
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an inductively derived model of leader initiated relationship building with Virtual Team members
Journal of Management Information Systems, 2003Co-Authors: David J PauleenAbstract:This paper seeks to add to the nascent research literature on Virtual Teams and Virtual Team leadership by investigating the issues facing Virtual Team leaders as they implement and lead Virtual Teams. In particular, the way in which leaders develop relationships with their Virtual Team members is explored. A research framework involving action learning was instituted, with data collection and analysis based on grounded theory approaches. In all, seven Virtual Team leaders from a variety of New Zealand organizations took part in the study. The data showed very clearly that the leaders considered it essential to build some level of personal relationship with their Virtual Team members before commencing a Virtual working relationship. A unifying framework of three interrelated theoretical steps, which illustrates how a Virtual leader builds relationships with Virtual Team members, is introduced. These three steps are assessing conditions, targeting level of relationship, and creating strategies. This study is the first to identify the steps a Virtual Team leader undertakes when building relationships with Virtual Team members. The implications for Virtual Team practice and research are discussed.
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facilitating Virtual Team relationships via internet and conventional communication channels
Internet Research, 2001Co-Authors: David J Pauleen, Pak YoongAbstract:The development of personal relationships between Team members is recognised as an important factor in enhancing effective working relationships among members of both co‐located and Virtual Teams. However, little has been written on how to build these online relationships among Virtual Team members. This paper reports part of a qualitative research study on how facilitators of Virtual Teams build and maintain online relationships. In particular, the paper examines how Virtual Team facilitators use Internet‐based and conventional electronic communication channels to build relationships with their Virtual Team members. The findings suggest that some electronic communication channels are more effective than others in building online relationships. The paper concludes by suggesting that facilitators need to strategically use the channels available to them to effectively build online relationships.
Benson Rosen - One of the best experts on this subject based on the ideXlab platform.
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The Impact of Team Empowerment on Virtual Team Performance: The Moderating Role of Face-to-Face Interaction
Academy of Management Journal, 2004Co-Authors: Bradley L. Kirkman, Benson Rosen, Paul E Tesluk, Cristina B. GibsonAbstract:We investigated the relationship between Team empowerment and Virtual Team performance and the moderating role of the extent of face-to-face interaction using 35 sales and service Virtual Teams in a high-technology organization. Team empowerment was positively related to two independent assessments of Virtual Team performance— process improvement and customer satisfaction. Further, the number of face-to-face meetings moderated the relationship between Team empowerment and process improvement: Team empowerment was a stronger predictor for Teams that met face-toface less, rather than more, frequently.
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five challenges to Virtual Team success lessons from sabre inc
Academy of Management Perspectives, 2002Co-Authors: Bradley L. Kirkman, Cristina B. Gibson, Benson Rosen, Paul E Tesluk, Simon O McphersonAbstract:Executive Summary Advances in communications and information technology create new opportunities for organizations to build and manage Virtual Teams. Such Teams are composed of employees with unique skills, located at a distance from each other, who must collaborate to accomplish important organizational tasks. Based on a comprehensive set of interviews with a subset of Team members, Team leaders, general managers, and executives on 65 Virtual Teams at Sabre, Inc.—an innovative organization in the travel industry—we identify five challenges that organizations can expect to encounter in establishing, maintaining, and supporting Virtual Teams, e.g., building trust, cohesion, and Team identity, and overcoming isolation among Virtual Team members. Both leaders and members of Virtual Teams face particular difficulties in selecting Team members who have the balance of technical and interpersonal skills and abilities required to work Virtually and in evaluating the performance of individuals and Teams working in...
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Virtual Team effectiveness a proposed research agenda
Information Systems Journal, 1999Co-Authors: Stacie A Furst, Richard S Blackburn, Benson RosenAbstract:Contemporary competitive demands have forced many organizations to increase levels of flexibility and adaptability in their operations. A growing number of such organizations have explored the Virtual environment as one means of achieving increased responsiveness. In particular, the use of Virtual Teams appears to be on the increase. However, the increased use of Virtual Teams has not been accompanied by concomitant research efforts to understand better the social- psychological contributors to effective Virtual Teams. In this paper, we use a model of group effectiveness to propose a possible research agenda examining sources of Virtual Team effectiveness. Although much of this model offers insights relevant to the Virtual environment, differences between groups and Teams and between co- located and Virtual environments suggest that modifications and additions to this model may be necessary. We offer a set of research propositions to advance future research on effective Virtual Teams beyond anecdote and description. Implications of this research agenda for managers of Virtual Teams and human resource pro- fessionals are also discussed.
Joon Moi Chan - One of the best experts on this subject based on the ideXlab platform.
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the mediating effect of knowledge sharing on the relationship between trust and Virtual Team effectiveness
Journal of Knowledge Management, 2014Co-Authors: Faizuniah Pangil, Joon Moi ChanAbstract:– The limited proximal communication between Virtual Team members can create a lack of trust among members which can significantly reduce the effectiveness of these Teams. Hence, this study was conducted to examine the relationship between trust and Virtual Team effectiveness by looking into the mediating effect of knowledge sharing. , – This is a cross-sectional study conducted in a multinational company in Malaysia. Questionnaires were distributed to individuals working in a Virtual environment. The questionnaire required the respondents to answer questions regarding three different types of trust (i.e. personality-based trust, institutional-based trust and cognitive-based trust), their knowledge sharing behavior, and their evaluation of the effectiveness of the Virtual Teams that they are involved with. , – Results of hierarchical regression analysis indicated that knowledge sharing and all the three types of trust are significantly related to Virtual Team effectiveness. However, only personality-based trust and institutional-based trust are significantly related to knowledge sharing, but knowledge sharing only partially mediates the relationship between these two types of trust and Team effectiveness. , – The population of this study are Virtual Teams working for an organization, hence the generalizability of the findings to other settings is unknown. , – Trust has been founded to be a significant predictor of Virtual Team effectiveness. However, this paper shows the effect of different types of trust and the role of knowledge sharing in mediating the relationship between trust and Virtual Team effectiveness.
Dejan Radulovic - One of the best experts on this subject based on the ideXlab platform.
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critical competencies of Virtual Team members and its managers for business success
International Review, 2015Co-Authors: Mirjana Radovicmarkovic, Dusan Markovic, Dejan RadulovicAbstract:Virtual Teams function in the conditions of great insecurities and specific demands of the Virtual environment. Therefore, when forming a successful Virtual Team, special attention should be paid to choosing its members, on whom the efficiency of the project tasks depends to a great extent. The evaluation of competencies has an exceptional significance in assessing the capacities of the employees, their potentials and limitations in order to foresee their individual success or Team success. However, the whole concept cannot be imagined without competent managers who manage and develop Virtual Teams. According to this, the main aim of this paper is to determine the key competencies of members of Virtual Teams, as well as of their managers which are characterised by success in business operations of Virtual organizations. For establishing the key competencies of Virtual Teams on one hand and the competencies of their managers on the other, we used literature overview as well as the newest researches in this field. In practice we can conclude that competent managers should use a wide range of new, technologically supported options in forming their strategies with the goal of being able to meet and face the changes, instead of just react to them. Also the authors give numerous examples from Europe which show the comparative advantage in implementing the new technologies by the ones who possess IT education, because they accept them as new ideas faster than the others.
Simon O Mcpherson - One of the best experts on this subject based on the ideXlab platform.
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five challenges to Virtual Team success lessons from sabre inc
Academy of Management Perspectives, 2002Co-Authors: Bradley L. Kirkman, Cristina B. Gibson, Benson Rosen, Paul E Tesluk, Simon O McphersonAbstract:Executive Summary Advances in communications and information technology create new opportunities for organizations to build and manage Virtual Teams. Such Teams are composed of employees with unique skills, located at a distance from each other, who must collaborate to accomplish important organizational tasks. Based on a comprehensive set of interviews with a subset of Team members, Team leaders, general managers, and executives on 65 Virtual Teams at Sabre, Inc.—an innovative organization in the travel industry—we identify five challenges that organizations can expect to encounter in establishing, maintaining, and supporting Virtual Teams, e.g., building trust, cohesion, and Team identity, and overcoming isolation among Virtual Team members. Both leaders and members of Virtual Teams face particular difficulties in selecting Team members who have the balance of technical and interpersonal skills and abilities required to work Virtually and in evaluating the performance of individuals and Teams working in...
