Exploring the effects of trust,task interdependence and virtualness on knowledge sharing in teams

The sharing of knowledge within teams is critical to team functioning. However, working with team members who are in different locations (i.e. in virtual teams) may introduce communication challenges and reduce opportunities for rich interactions, potentially affecting knowledge sharing and its outcomes. Therefore, using questionnaire‐based data, this study examined the potential effects of different aspects of virtuality on a knowledge‐sharing model. Social exchange theory was used to develop a model relating trust to knowledge sharing and knowledge sharing to team effectiveness. The moderating effects of virtuality and task interdependence on these relationships were examined. A strong positive relationship was found between trust and knowledge sharing for all types of teams (local, hybrid and distributed), but the relationship was stronger when task interdependence was low, supporting the position that trust is more critical in weak structural situations. Knowledge sharing was positively associated with team effectiveness outcomes; however, this relationship was moderated by team imbalance and hybrid structures, such that the relationship between sharing and effectiveness was weaker. Organizations should therefore avoid creating unbalanced or hybrid virtual teams.     

Team dynamics in virtual,partially distributed teams: Optimal role fulfillment

In this study, we explored team roles in virtual, partially distributed teams, or vPDTs (teams with at least one co-located subgroup and at least two subgroups that are geographically dispersed but that collaborate virtually). Past research on virtual teams emphasizes the importance of team dynamics. We argue that the following three roles are particularly important for high functioning virtual teams: Project Coordinator, Implementer and Completer-Finisher. We hypothesized that the highest performing vPDTs will have 1) a single Project Coordinator for each subgroup, 2) multiple Implementers within the team, and 3) fewer Completer-Finishers within the team. A sample of 28 vPDTs with members working on two different continents provides support for the second and third hypothesized relationships, but not the first.     

Group development in virtual teams: An experimental reexamination

Virtual teams are thought to be experienced differently and to have poor outcomes because there is little or no face-to-face interaction and a tendency for virtual team members to use different communication techniques for forming relationships. However, the expanding use of virtual teams in organizations suggests that virtual teams in real world contexts are able to overcome these barriers and be experienced in much the same way as face-to-face teams. This paper reports the result of an experiment in which virtual teams participated in an exercise where they completed an information-sharing task ten times as a team. The results suggest that, contrary to one-shot, ad hoc virtual teams, longer-lived virtual teams follow a sequential group development process. Virtual team development appears to differ from face-to-face teams because the use of computer-mediated communication heightens pressure to conform when a virtual team is first formed, meaning trust is most strongly linked with feeling that the team was accomplishing the task appropriately. As the virtual teams developed, trust in peers was more strongly linked with goal commitment. Once the teams were working together effectively, accomplishing the task appropriately was the strongest link with trust in peers. I suggest that virtual team managers should cultivate virtual workspaces that are similar to those proven to work in face-to-face contexts: (1) teams should have clear, specific goals, (2) members should be encouraged or even required to communicate with each other, and (3) team members should feel that they might work with the other team members again.     

Genetic learning of virtual team member preferences

Virtual team members do not have complete understanding of other team members’ preferences, which makes team coordination somewhat difficult and time consuming. Traditional approaches for team coordination require a lot of inter-agent electronic communication and often result in wasted effort. Methods that reduce inter-agent communication and conflicts are likely to increase productivity of virtual teams. In this research, we propose an evolutionary genetic algorithm (GA) based intelligent agent that learns a team member preferences from past actions, and develops a team-coordination schedule by minimizing schedule conflicts between different members serving on a virtual team. Using a discrete event simulation methodology, we test the proposed intelligent agent on different virtual teams of sizes two, four, six and eight members. The results of our experiments indicate that the GA-based intelligent agent learns individual team member preferences and generates a team-coordination schedule at a lower inter-agent communication cost.     

The effects of virtuality level on task-related collaborative behaviors: The mediating role of team trust

This study aims to analyze the mediating role of team trust in the relationship between virtuality level and task-related collaborative behaviors. Three types of task-related collaborative behaviors were studied, namely team coordination, team cooperation, and team information exchange. Drawing upon theory and research on virtual teams and trust, we hypothesized that team trust partially mediated the effects of virtuality level on team coordination, team cooperation, and team information exchange. A laboratory experiment was carried out with 65 four-person teams randomly assigned to three communication media with different virtuality levels (face-to-face, video conference and computer-mediated communication). The results showed that team trust partially mediated the relationship between virtuality level and team coordination, and fully mediated this relationship with team cooperation and team information exchange.     

Contextualising collective efficacy in virtual team research: The essential role of collaborative technologies in the virtual team efficacy conceptual framework

One factor receiving contemporary interest from virtual team researchers is collective-level efficacy, that is, a team's shared belief in its collective abilities to work effectively. However, our understanding of this literature leads to two concerns. First, depending on traditional team-focused collective-level efficacy concepts conveys an indifferent view of technology that ignores decades of research explaining how virtual teams' reliance on collaborative technologies differentiates them from traditional teams. Second, the information systems literature has largely ignored the concept of collective-level efficacy in virtual team research. That collective-level efficacy is underexamined in IS research is disappointing, given the growing recognition (outside the IS literature) that it is crucial to virtual team success. This absence becomes even more concerning given that IS researchers developed the concept of virtual team efficacy (VTE) specifically for virtual team settings. Unlike collective-level efficacy measures designed for traditional team settings, VTE incorporates technology into its conceptual definition and the operationalization of its measurement indicators. Thus, it is a stronger predictor of virtual team outcomes. To demonstrate its importance to IS research, we used a deductive theory-driven approach to propose and empirically evaluate whether VTE indirectly acts on virtual team effectiveness through the critical concepts of trust and participants' perceptions of problems associated with the collaboration inhibitors of time difference, geographical separation, and cultural differences. This research contributes significantly to the literature by confirming VTE's relationship to important virtual team success factors and informing IS researchers about the appropriate choice of constructs when studying collective-level efficacy in virtual team settings.     

Stimulating the Potential: Creative Performance and Communication in Innovation Teams

Creativity is essential to successful new product development efforts. Teams constitute the organizing principle in most modern innovation activities. Although creativity research has revealed many factors influencing individual creativity, little is known about how team‐level creativity is determined. Since the creative innovation task requires teams to combine and integrate input from multiple team members, the team's communication pattern is an important determinant of team creativity. Based on a sample of 44 NPD teams in eleven companies, this study examines the effects of team‐member communication on team creativity. It is found that both interaction frequency and subgroup‐formation of communication have a negative relationship to team creativity. Theoretical and practical implications are discussed, and further research is indicated.     

The effects from technology-mediated interaction and openness in virtual team performance measures

As globalisation continues concurrent with mergers and acquisitions, transnational organisations are increasingly turning to the use of virtual teams in which members collaborate through technology-mediated interaction. Although collocated teams and virtual teams share many common characteristics including performance measures, the nature of the environments differ along several dimensions. In particular, members of virtual teams cooperate on global projects while resident in their home geographies and cultures and using various technologies to facilitate. From that context, this field study investigated virtual team performance using organisational culture as a framework.     

How virtual are we? Measuring virtuality and understanding its impact in a global organization

Abstract.  Employees in global corporations are increasingly involved in 'virtual teams' on a regular basis. Conflicting definitions of virtuality make it hard to measure such things as how much virtual teaming occurs and how virtual teaming affects performance. As a consequence, it is hard to allocate funding and to design infrastructures and software to support this specific mode of working. Using the concept of discontinuities, or changes in expected conditions, we propose a virtuality index to assess how 'virtual' a given setting is. The discontinuities used include geography, time zone, organization, national culture, work practices, and technology. The index separately measures these aspects of virtuality and their effect on perceived team performance. Data collected at a large multinational corporation clustered into three overarching discontinuities: team distribution, workplace mobility, and variety of work practices. The study revealed that being distributed in and of itself had no impact on self-assessed team performance. Work practice predictability and sociability mitigated effects of working in discontinuous environments, while variety of practices (cultural and work process diversity) and employee mobility negatively impacted performance.     

How the Network Position of R&D Team Managers and Members Affects their Evaluations of Creative Performance

Monitoring the creative performance of R&D teams as the nucleus of creating new knowledge is inherently difficult. In most cases, only the team managers and team members can be tapped as reliable sources of information. However, there are indications that neither team managers nor team members provide a sufficient introspection to evaluate the R&D team's creative performance. This contradiction was investigated in 51 R&D teams by examining the team managers' and members' network position and their resulting performance evaluations. The central findings of the study are that team managers and members evaluate the creative performance of their R&D teams more negatively when the amount and variety of information they are supplied are insufficient and that there are no relevant differences between team managers' and team members' evaluations or network positions.     

An exploratory study on meta skills in software development teams: antecedent cooperation skills and personality for shared mental models

Shared mental models (SMMs) provide an approach to improving team learning and performance. SMM means that team members share common expectations about the team processes, results, !and individual roles in achieving the team's objective. Our model of antecedents and consequences of SMMs demonstrates how cognitive capabilities contribute to effective software development teams. Higher scores on two meta-level cognitive skills (A-shaped skills and T-shaped skills) and a personality characteristic (agreeableness), which help teammates coordinate their skills and knowledge, enhance the development of an SMM and thereby enhance team performance. The results open new and important areas for research into both the meta-level cognitive skills and the agreeable characteristic required for team effectiveness. There is also promise for new approaches to team building.     

Group interaction styles in a virtual context: The effects on group outcomes

The influence of communication and information technologies (TICs) on group functioning and group outcomes is an important topic. Interdependent group work implies the need to communicate in order to share information and knowledge related to the task. The importance of this group interaction in the group functioning and outcomes stands out. In this sense, a line of investigation has arisen to study the role of interaction styles in the relationship between communication technology and group outcomes, as some functional or dysfunctional outputs depend on group interaction styles. From this perspective, the objective of this study is twofold: (1) to analyze the group interaction styles in virtual teams over time, and (2) to analyze whether the group virtuality level moderates the relationships between group interaction style and group outcomes over time. Data was collected from a laboratory study in which 44 groups of four members participated. Groups were randomly assigned to communication contexts with different virtuality levels. The results obtained have shown a differential role of group interaction style according to the group virtuality level. Virtuality level plays a moderate role in the relationships between passive group interaction style and objective and subjective outcomes and between constructive interaction style and subjective outcomes.     

Creativity in virtual teams: Systematic review,synthesis and research agenda

Virtual teams are gaining increasing momentum in contemporary organizations. Although it is becoming clear that virtual teams will play a major role in shaping the future of work, we still know relatively little about their creative performance. Because of the disproportionate focus on conventional, face-to-face working practices, much of the literature remains centred around co-located teams. In this review, we integrate existing research on team creativity and virtual work to identify the relevant factors, processes and contextual conditions that have been shown to influence creativity in virtual teams. We highlight the major challenges that are likely to impede team creativity and assess their relevance to contemporary virtual work practices. We conclude by presenting promising avenues for future research in this area.     

Process and technology challenges in swift-starting virtual teams

Virtual teams often face tight schedules and a need to start quickly and perform instantly. The goal of our study was to enhance understanding of the challenges faced by such teams. We used time–interaction–performance theory as the framework for following the processes and functions within virtual teams working on a systems development task. Our study provided a detailed examination of the group process, applied to virtual teams working under time pressure. The challenges faced by virtual teams in such settings showed that teams must work to enhance their effectiveness in multiple dimensions.     

Team member selection decisions for virtual versus face-to-face teams

We compared the importance placed on task skills and four personal characteristics when selecting members of virtual and face-to-face teams. We expected that task skills would be most important in selection decisions for virtual teams due to the lack of physical proximity and visibility, whereas personal characteristics would be more important for face-to-face team selection. In a policy capturing study, 100 undergraduates’ decision policies indicated that task skills had a greater impact on selection decisions for virtual teams. Gender also influenced selection decisions, with women choosing more female than male applicants for both types of teams. Applicants’ race, physical attractiveness, and attitudinal similarity to participants did not influence selection decisions for either type of team; however, when assessed by self-report evaluations, these characteristics and gender, had a greater influence for face-to-face teams.     

Knowledge sharing mechanisms and techniques in project teams: Literature review,classification, and current trends

Knowledge management is the process of capturing, sharing, developing, and using the knowledge efficiently. Knowledge sharing as one of the important parts of the knowledge management system means that an individual, team, and the organization share the knowledge with other members in the form of activities through the various ways. On the other hand, a project team is a team whose members usually belongs to different departments and are assigned to join the same project. In a project team, knowledge sharing is very important because it provides a link between the member and the project team by sharing knowledge to reduce cost and increase the performance. However, despite the importance of the knowledge sharing mechanisms and techniques in the project teams, to the best of our knowledge, the comprehensive and systematic research and study about the antecedents and backgrounds of knowledge sharing mechanisms between project teams is rare. Therefore, the main aim of this paper is to provide the comprehensive and detailed review of the state-of-the-art knowledge sharing mechanisms in the project team as well as directions for future research. Also, this paper presents a systematic literature review (SLR) on the knowledge sharing mechanisms in project teams up to the end of 2015. We identified 71 papers, which are reduced to 28 primary studies through our paper selection process. By providing the state-of-the-art information and the challenges issues, this survey will directly support academics, researchers and practicing professionals in their understanding of developments in knowledge sharing mechanisms and techniques in project teams.     

Improving VDT workplaces in offices by use of a physiologically optimized screen with black symbols on a light background: basic considerations

Due to the increased importance and usage of self-managed virtual teams, many recent studies have examined factors that affect their success. One such factor that merits examination is the configuration or composition of virtual teams. This article tackles this point by (1) empirically testing trait-configuration effects on virtual team performance, which are based on supplementary, complementary and interaction person-team fit perspectives and (2) extending the suggested trait-configuration model to include virtual team configuration in terms of the perceived problem-solving demands of the task as a predictor of team performance. To this end, median regression techniques were applied to data from 62 self-managed virtual teams that used an asynchronous bulletin board for working on a case study analysis. The findings suggest a plausible negative main effect of within-team conscientiousness heterogeneity on team performance, operationalised as standardised team grade. This effect depends on the level of the within-team extroversion heterogeneity which helps to mitigate the negative effect of within-team conscientiousness heterogeneity on team performance. Furthermore, within-team heterogeneity of the perceived problem-solving demands of the task reduces team performance. Overall, this study proves that virtual team configuration matters, and demonstrates that the joint utilisation of multiple person-team fit perspectives for improving virtual team performance has merit. Implications for research and practice are further discussed.     

Building Effective Project Teams

Most IS managers know that managing a project to its successful completion is not an easy task. Conflicts among team members often delay a project's schedule and can ruin the team's morale. Although most managers usually follow the traditional, authoritative style of management to control their team members, this style is no longer considered as effective as the more contemporary, collaborative approach. This article describes how IS managers can manage their projects more effectively by creating collaborative project teams.     

Emergence of multiagent spatial coordination strategies through artificial coevolution

This paper describes research investigating the evolution of coordination strategies in robot soccer teams. Each player (viewed as an agent) is provided with a common set of skills and is assigned to perform over a delimited area inside a soccer field. The idea is to optimize the whole team behavior by means of a spatial coadaptation process in which new players are selected in such a way to comply with the already existing ones. The main results show that, through coevolution, we progressively create teams whose members act on complementary areas of the playing field, being capable of prevailing over a standard opponent team with a fixed formation.     

Communication and personality profiles of global software developers

ContextPrior research has established that a small proportion of individuals dominate team communication during global software development. It is not known, however, how these members’ contributions affect their teams’ knowledge diffusion process, or whether their personality profiles are responsible for their dominant presence.ObjectiveWe set out to address this gap through the study of repository artifacts.MethodArtifacts from ten teams were mined from the IBM Rational Jazz repository. We employed social network analysis (SNA) to group practitioners into two clusters, Top Members and Others, based on the numbers of messages they communicated and their engagement in task changes. SNA metrics (density, in-degree and closeness) were then used to study practitioners’ importance in knowledge diffusion. Thereafter, we performed psycholinguistic analysis on practitioners’ messages using linguistic dimensions that had been previously correlated with the Big Five personality profiles.ResultsFor our sample of 146 practitioners we found that Top Members occupied critical roles in knowledge diffusion, and demonstrated more openness to experience than the Others. Additionally, all personality profiles were represented during teamwork, although openness to experience, agreeableness and extroversion were particularly evident. However, no specific personality predicted members’ involvement in knowledge diffusion.ConclusionTask assignment that promotes highly connected team communication networks may mitigate tacit knowledge loss in global software teams. Additionally, while members expressing openness to experience are likely to be particularly driven to perform, this is not entirely responsible for a global team’s success.