Should I e-collaborate with this group? A multilevel model of usage intentions

The use of online collaboration tools for virtual teamwork has been studied extensively, but mainly at the individual-level. We decided to examine the effect of macro-level factors (i.e., team attributes) and applied hierarchical linear modeling analysis to a sample of data collected from 96 individuals nested in 34 virtual teams. Our results suggested that the development of behavioral e-collaboration intentions by individual virtual team members was affected by their perceptions about the system, as described by individual-level IT use theories, and macro-level factors pertaining to the team. The collaboration technology was perceived to be less useful when employed to communicate with social loafers; and collective social loafing negatively influenced the teams’ potency assessments. After controlling for individual-level perceptions of system usefulness, team potency augmented team members’ intentions to use the online collaboration technology with similar teams. It also improved team performance.     

Perceived enablers of 3D virtual environments for virtual team learning and innovation

Virtual teams consist of geographically distributed employees working with a common goal using mostly technology for communication and collaboration. Virtual teams face a number of challenges, discussed in the literature in terms of communication through technology, difficulty in building trust, conveying social cues, and creating awareness, as well as cultural differences. These challenges impact collaboration, but also learning and innovation. This research focuses on how a social medium, the 3D virtual environment, is perceived to enable learning and innovation in virtual teams. We study this through a qualitative study based on interviews of distributed work managers’ perception of VEs. The major findings are that VEs are perceived to create collaborative learning atmospheres for virtual teams in terms of enabling engagement, a shared context awareness, and support in social network building. Another finding is that VEs are perceived to enable team learning, knowledge development, and collaboration through persistence of content, information sharing, learning through role-plays and simulations, and visualization. Furthermore, VEs enable the development of co-created content as well as new ways of working in virtual teams.     

Institutional boundaries and trust of virtual teams in collaborative design: An experimental study in a virtual world environment

Members of virtual teams often collaborate within and across institutional boundaries. This research investigates the effects of boundary spanning conditions on the development of team trust and team satisfaction. Two hundred and eighty-two participants carried out a collaborative design task over several weeks in a virtual world, Second Life. Multigroup structural equation modeling was used to examine our research model, which compares individual level measurement between two boundary spanning team conditions. The results indicate that trusting beliefs have a positive impact on team trust, which in turn, influences team satisfaction. Further, we found that, compared to cross-boundary teams, within-boundary teams exhibited not only higher trusting beliefs and higher satisfaction with the collaboration process but also a stronger relationship between team trust and team satisfaction. These results suggest that trust and group theories need to be interpreted in light of institutional affiliation and contextual variables. An important practical implication is that trust can be fostered in a virtual world environment and collaboration on complex tasks can be carried out effectively in virtual worlds. However, within-boundary virtual teams are preferred over cross-boundary virtual teams if satisfaction with the collaboration process is of the highest priority.     

Requirements for a virtual collocation environment

We analyze how physically collocated teams work together now and what services they require to work together across distances, focusing on real time interactions because those interactions justify collocating teams today. We explain how Integrated Product Teams (IPTs) are organized in system development programs and how their physical collocation facilitates communication, collaboration, and coordination within the team. Interactions within IPTs take two forms: scheduled meetings and opportunistic interactions. Scenarios of scheduled IPT meetings help motivate and identify requirements for supporting distributed meetings. Opportunistic interactions are far more common than scheduled meetings and more difficult to observe and analyze because they are not scheduled or predictable.     

Virtual team meetings: An analysis of communication and context

We report a simulation study of virtual team meetings. Participants role-played companies collaborating on a design problem while supported by a range of IT tools, such as videoconferencing and shared applications. Meetings were analysed to investigate how sharing computing facilities, operating the technology, and company status, influenced communications. Significantly more talk occurred in larger teams where participants shared I.T. facilities BUT this extra talk was restricted to talk within a single location. No extra talk was shared across the virtual team via the communications link. Where facilities were shared, technology controllers dominated cross-site talk. To encourage free communication across distributed virtual teams we recommend providing each participant with their own communications facility even if this is technologically less advanced than if technology support were shared.     

Development of a team measure for tacit knowledge in software development teams

In this paper we operationally define and measure tacit knowledge at the team-level in the software development domain. Through a series of three empirical studies we developed and validated the team tacit knowledge measure (TTKM) for software developers. In the first study, initial scale items were developed using the repertory grid technique and content analysis. In Study 2, supplied repertory grids were administered to novices and experts to establish differential items, and Study 3 validated the TTKM on a sample of 48 industrial software development teams. In developing the TTKM we explored the relationships between tacit knowledge, explicit job knowledge and social interaction and their effect on team performance as measured by efficiency and effectiveness. In addition we assess the implications for managing software development teams and increasing team performance through social interaction.     

Acquiring and sharing tacit knowledge in software development teams: An empirical study

ContextSharing expert knowledge is a key process in developing software products. Since expert knowledge is mostly tacit, the acquisition and sharing of tacit knowledge along with the development of a transactive memory system (TMS) are significant factors in effective software teams.ObjectiveWe seek to enhance our understanding human factors in the software development process and provide support for the agile approach, particularly in its advocacy of social interaction, by answering two questions: How do software development teams acquire and share tacit knowledge? What roles do tacit knowledge and transactive memory play in successful team performance?MethodA theoretical model describing the process for acquiring and sharing tacit knowledge and development of a TMS through social interaction is presented and a second predictive model addresses the two research questions above. The elements of the predictive model and other demographic variables were incorporated into a larger online survey for software development teams, completed by 46 software SMEs, consisting of 181 individual team members.ResultsOur results show that team tacit knowledge is acquired and shared directly through good quality social interactions and through the development of a TMS with quality of social interaction playing a greater role than transactive memory. Both TMS and team tacit knowledge predict effectiveness but not efficiency in software teams.ConclusionIt is concluded that TMS and team tacit knowledge can differentiate between low- and high-performing teams in terms of effectiveness, where more effective teams have a competitive advantage in developing new products and bringing them to market. As face-to-face social interaction is key, collocated, functionally rich, domain expert teams are advocated rather than distributed teams, though arguably the team manager may be in a separate geographic location provided that there is frequent communication and effective use of issue tracking tools as in agile teams.     

Science of Scientific Team Science: A survey

Scientific teamwork collaboration is an integral element of the scientific process that often leads to significant findings. Systematic analysis of scientific teamwork collaboration continues to influence both the advance in science and knowledge production. This paper presents an overview of Science of Scientific Team Science (SSTS). SSTS explores the behaviors and attributes of teamwork and team-based collaboration specific to scientific teams from the perspective of quantitative analysis, which refers to a branch of science that analyzes and discovers scientific collaboration patterns inter- or extra-team. Aiming at assisting scientific team formation, improving collaboration environment, evaluating team performance, and fostering collaborative behaviors, this survey presents an overview in SSTS. Theoretical background of SSTS at different team development stages has been discussed. In addition, three classifications of SSTS, including interdisciplinary, multidisciplinary, and transdisciplinary research approaches have been investigated. Their associated similarities and differences, challenges and benefits, are also examined. This paper also summarizes web-based tools that enhance one’s understanding and opinion of SSTS. Key technologies and open issues are then discussed. The association among scientific collaboration, scientific teamwork, SSTS, and cross-disciplinary research gives rise to critical implications for scholars who wish to employ and invest in those issues.     

TeamSpirit: Design, implementation, and evaluation of a Web-based group decision support system

Distributed teams can carry out critical tasks with appropriate decision support technologies. The architecture and detailed design of a Web-based GDSS, called TeamSpirit, are discussed to address the challenges of building a Web-based GDSS. A series of empirical studies are reported to assess the effectiveness of TeamSpirit in supporting distributed group problem solving when in-person facilitation is not possible. Results indicate that giving creative problem solving training to TeamSpirit participants had positive impacts on team performance. Users who received brief TeamSpirit training were able to design and facilitate virtual meetings by themselves and achieved better team performance than control groups.     

A tool supporting root cause analysis for synchronous retrospectives in distributed software teams

ContextRoot cause analysis (RCA) is a useful practice for software project retrospectives, and is typically carried out in synchronous collocated face-to-face meetings. Conducting RCA with distributed teams is challenging, as face-to-face meetings are infeasible. Lack of adequate real-time tool support exacerbates this problem. Furthermore, there are no empirical studies on using RCA in synchronous retrospectives of geographically distributed teams.ObjectiveThis paper presents a real-time cloud-based software tool (ARCA-tool) we developed to support RCA in distributed teams and its initial empirical evaluation. The feasibility of using RCA with distributed teams is also evaluated.MethodWe compared our tool with 35 existing RCA software tools. We conducted field studies of four distributed agile software teams at two international software product companies. The teams conducted RCA collaboratively in synchronous retrospective meetings by using the tool we developed. We collected the data using observations, interviews and questionnaires.ResultsComparison revealed that none of the existing 35 tools matched all the features of our ARCA-tool. The team members found ARCA-tool to be an essential part of their distributed retrospectives. They considered the software as efficient and very easy to learn and use. Additionally, the team members perceived RCA to be a vital part of the retrospectives. In contrast to the prior retrospective practices of the teams, the introduced RCA method was evaluated as efficient and easy to use.ConclusionRCA is a useful practice in synchronous distributed retrospectives. However, it requires software tool support for enabling real-time view and co-creation of a cause-effect diagram. ARCA-tool supports synchronous RCA, and includes support for logging problems and causes, problem prioritization, cause-effect diagramming, and logging of process improvement proposals. It enables conducting RCA in distributed retrospectives.     

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.     

Global software development: Exploring socialization and face-to-face meetings in distributed strategic projects

Socialization is one means through which globally distributed teams (GDTs) can improve collaboration. However, harnessing socializing processes to support globally distributed collaboration is not easy. In particular, infrequent and limited face-to-face (F2F) contact between remote counterparts might result in difficulties in sharing norms, attitudes and behaviours. In this paper we seek to understand how dispersed teams create socialization in globally distributed settings. Based on data collected at SAP, LeCroy and Baan we conclude that, while F2F meetings are important in socializing remote counterparts, other activities and processes employed before and after F2F meetings are no less important. In particular, the paper highlights the importance of re-socializing remote counterparts throughout a project lifecycle. Re-socializing means supporting the re-acquisition of behaviours, norms and attitudes that are necessary for participation in an organization. We offer a framework in which three phases of creating, maintaining and renewing socialization in GDTs are discussed. The paper concludes by offering managers some guidelines concerning socialization in GDTs.     

Cognitive diversity and team performance in a complex multiple task environment

This article examines the multiple effects of cognitive diversity in teams operating complex human-machine-systems. The study employed a PC-based multiple-task environment, called the Cabin Air Management System, which models a process control task in the operational context of a spacecraft's life support system. Two types of cognitive diversity were examined: system understanding and team specialization. System understanding referred to the depth of understanding team members were given during training (low-level procedure-oriented vs. high level knowledge-oriented training). Team specialization referred to the degree to which knowledge about system fault scenarios was distributed between team members (specialized vs. non-specialized). A total of 72 participants took part in the study. After having received 4.5 h of training on an individual basis, participants completed a 1-h experimental session, in which they worked in two-person teams on a series of fault scenarios of varying difficulty. Measures were taken of primary and secondary task performance, system intervention and information sampling strategies, system knowledge, subjective operator state, communication patterns and conflict. The results provided evidence for the benefits of cognitive diversity with regard to system understanding. This manifested itself in better primary task performance and more efficient manual system control. No advantages were found for cognitive diversity with regard to specialization. There was no effect of cognitive diversity on intra-team conflict, with conflict levels generally being very low. The article concludes with a discussion of the implications of the findings for the engineering of cognitive diversity in teams operating complex human-machine-systems.     

Teams of pushdown automata

We introduce team pushdown automata (PDAs) as a theoretical framework capable of modelling various communication and cooperation strategies in complex, distributed systems. Team PDAs are obtained by augmenting distributed PDAs with the notion of team cooperation or, alternatively, by augmenting team automata with pushdown memory. In a team PDA, several PDAs work as a team on the input word placed on a common one-way input tape. At any moment in time one team of PDAs, each with the same symbol on top of its stack, is active: each PDA in the active team replaces the topmost symbol of its stack and changes state, while the current input symbol is read from the input tape by a common reading head. The teams are formed according to the team cooperation strategy of the team PDA and may vary from one moment to the other. Based on the notion of competence, we introduce a variety of team cooperation strategies. If all stacks are empty when the input word has been completely read, then this word is part of the language accepted by the team PDA. Here we focus on the accepting capacity of team PDA.     

A field study of team working in a new human supervisory control system

This paper presents a case study of an investigation into team behaviour in an energy distribution company. The main aim was to investigate the impact of major changes in the company on system performance, comprising human and technical elements. A socio-technical systems approach was adopted. There were main differences between the teams investigated in the study: the time of year each control room was studied (i.e. summer or winter), the stage of development each team was in (i.e. < 3 months or > 10 months), and the team structure (i.e. hierarchical or heterarchical). In all other respects the control rooms were the same: employing the same technology and within the same organization. The main findings were: the teams studied in the winter months were engaged in more ‘planning’ and ‘awareness’ type of activities than those studies in the summer months. Newer teams seem to be engaged in more sharing of information than older teams, which may be indicative of the development process. One of the hierarchical teams was engaged in more ‘system-driven’ activities than the heterarchical team studied at the same time of year. Finally, in general, the heterarchical team perceived a greater degree of team working culture than its hierarchical counterparts. This applied research project confirms findings from laboratory research and emphasizes the importance of involving ergonomics in the design of team working in human supervisory control.     

Team participation and online gamer loyalty

Online games have emerged as popular computer applications and gamer loyalty is vital to game providers, since online gamers frequently switch between games. Online gamers often participate in teams also. This study investigates whether and how team participation improves loyalty. We utilized a cross-sectional design and an online survey, with 546 valid responses from online game subjects. Confirmatory factor analysis was applied to assess measurement reliability and validity directly, and structural equation modeling was utilized to test our hypotheses. The results indicate that participation in teams motivates online gamers to adhere to team norms and satisfies their social needs, also enhancing their loyalty. The contribution of this research is the introduction of social norms to explain online gamer loyalty.     

On the utility of experiential cross-training for team decision making under time stress

This study investigated the effectiveness of experiential cross-training in a team context for team decision-making under time stress in a simulated naval surveillance task. It was hypothesized that teams whose members explicitly experience all team positions will perform better under time pressure due to a better shared Team Interaction Model (Cannon-Bowers et al. 1993). In addition, it was posited that experiential cross-training would reduce the negative effect of member reconfiguration that can occur in certain military situations. Three groups of teams participated in this study (cross-trained, reconfigured and control). The experiment involved three team training sessions, followed by three time-stressed exercise sessions. During training, one group of teams was cross-trained (CT) by asking each member to perform an entire session at each of the three team positions. Member reconfiguration (where each member was shifted to another's position) was unexpectedly introduced at the first of the exercise sessions for the CT group and for another group (reconfigured) that had not been cross-trained. A third (control) group was neither cross-trained nor reconfigured. During training, the performance of non-CT teams improved more quickly than that of CT teams. During the exercise, the CT group did not achieve the level of performance of the control teams. The immediate effect of team member reconfiguration was to degrade performance significantly for the non-CT teams, but not for the CT teams. The findings are discussed in terms of the multiple mental models' view of team performance (Cannon-Bowers et al. 1993) and the authors discuss the relative utility of crosstraining when overall training time is fixed.     

Team formation instruments to enhance learner interactions in open learning environments

Open learning environments, such as Massive Open Online Courses (MOOCs), often lack adequate learner collaboration opportunities; they are also plagued by high levels of drop-out. Introducing project-based learning (PBL) can enhance learner collaboration and motivation, but PBL does not easily scale up into MOOCS. To support definition and staffing of projects, team formation principles and algorithms are introduced to form productive, creative, or learning teams. These use data on the project and on learner knowledge, personality and preferences. A study was carried out to validate the principles and the algorithms. Students (n = 168) and educational practitioners (n = 56) provided the data. The principles for learning teams and productive teams were accepted, while the principle for creative teams could not. The algorithms were validated using team classifying tasks and team ranking tasks. The practitioners classify and rank small productive, creative and learning teams in accordance with the algorithms, thereby validating the algorithms outcomes. When team size grows, for practitioners, forming teams quickly becomes complex, as demonstrated by the increased divergence in ranking and classifying accuracy. Discussion of the results, conclusions, and directions for future research are provided.     

An Integrated Telepresence Environment for Collaboration in Construction

For construction projects involving transient ‘virtual organisations’ composed of non-collocated team-members, the adoption of concurrent engineering principles is seen as vital. An important aspect of concurrent engineering in construction is the need for an effective communications infrastructure between team members. Traditionally, such communication has been handled through person-to-person meetings, however the complexity of construction projects has grown and, as a result, reliance on new information and communications technologies is becoming increasingly necessary. Hence, within a concurrent engineering setting, there is the need for an integrated information and collaboration environment that will create a persistent space to support interaction between project personnel throughout all phases of construction projects. This joint initiative between the Massachusetts Institute of Technology (MIT), Loughborough University, British Telecommunications plc. (BT) and Kajima Corporation explores computer-supported mechanisms for enhancing distributed engineering collaboration. The goal of this paper is to develop a set of requirements, a system architecture and a system prototype to facilitate computer-supported collaboration among distributed teams. The prototype consists of a comprehensive working collaborative system built from the integration of complementary standalone applications. These applications are the CAIRO system, developed at the Massachusetts Institute of Technology and the Telepresence system developed by Loughborough University and BT.     

SYSTEMS DEVELOPMENT THE TEAM METAPHOR

Strong businesses are built on teams of people working together to get the job done. The team metaphor is the model on which to base future computing solutions. Applications for communication and routing, information exchange, process management, collaboration, and meetings are discussed.