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.     

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.     

Dynamic nature of trust in virtual teams

We empirically examine the dynamic nature of trust and the differences between high- and low-performing virtual teams in the changing patterns in cognition- and affect-based trust over time (early, middle, and late stages of project). Using data from 36, four-person MBA student teams from six universities competing in a web-based business simulation game over an 8-week period, we found that both high- and low-performing teams started with similar levels of trust in both cognitive and affective dimensions. However, high-performing teams were better at developing and maintaining the trust level throughout the project life. Moreover, virtual teams relied more on a cognitive than an affective element of trust. These findings provide a preliminary step toward understanding the dynamic nature and relative importance of cognition- and affect-based trust over time.     

Fostering trust in virtual project teams: Towards a design framework grounded in a TrustWorthiness ANtecedents (TWAN) schema

Several collaboration problems in virtual project teams that work in knowledge-intensive contexts can be attributed to a hampered process of interpersonal trust formation. Solutions to trust formation problems need to be based on an understanding of how interpersonal trust forms in face-to-face project teams as well as on insight into how this process differs in virtual teams. Synthesizing literature from various disciplines, we propose a model for the formation of interpersonal trust between project team members. Taking this model as a starting point, we analyse how virtual settings may alter or even obstruct the process of trust formation. One method to improve the formation of interpersonal trust in virtual settings is to facilitate the assessment of trustworthiness. This can be done by making information available about individual virtual project team members. Previous research in virtual project teams focussed principally on the medium by which information is spread, for example, by phone, mail, or videoconferencing. Most researchers failed to take the specific content of the information into account, although there is general agreement that personal, non-task-related information is important to foster trust. For this, we propose to use the antecedents of trustworthiness, which until now have mainly been used as a framework to measure trust, as a design framework instead. This framework of antecedents can also be used to determine which type of information is relevant to assess each other’s trustworthiness. We review existing literature on the antecedents of trustworthiness and extend the well-accepted antecedents of ‘ability’, ‘benevolence’ and ‘integrity’ with several other antecedents, such as ‘communality’ and ‘accountability’. Together, these form the TrustWorthiness ANtecedents (TWAN) schema. We describe how these antecedents can be used to determine which information is relevant for team members assessing others’ trustworthiness. In future research we will first verify this extended cognitive schema of trustworthiness (TWAN) empirically and then apply it to the design of artefacts or guidelines, such as a personal identity profile to support the assessment of trustworthiness in virtual project teams.     

The contingent effects of leadership on team collaboration in virtual teams

Decision-making in virtual teams creates challenges for leaders to structure team processes and provide task support. To help advance our knowledge of leadership in virtual teams, we explore the interaction effects between leadership styles and media richness on task cohesion and cooperative climate, which in turn influence team performance in decision-making tasks. Results from a laboratory study suggest that transactional leadership behaviors improve task cohesion of the team, whereas transformational leadership behaviors improve cooperative climate within the team which, in turn, improves task cohesion. However, these effects of leadership depend on media richness. Specifically, they occur only when media richness is low. Our results also suggest that task cohesion leads to group consensus and members’ satisfaction with the discussion, whereas cooperative climate improves discussion satisfaction and reduces time spent on the task.     

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.     

Training to improve virtual team communication

Abstract. Organizations are utilizing virtual teams, comprising workgroup members who communicate and collaborate with technology, to accomplish tasks. These teams are geographically distributed and communicate via computer-mediated communication systems (CMCS), and may never or rarely meet face-to-face. Relational links among team members have been found to be a significant contributor to the effectiveness of information exchange in the use of CMCS. In most cases, team members receive little or no training to improve the effectiveness of this form of communication. When training is used, it often focuses on software utilization skills, not on interpersonal communication dynamics. This paper discusses the effect of virtual team communication training on group interactions, especially for enhancing these relational links and thereby improving communication and information exchange in virtual teams. It was found that teams that were given appropriate training exhibited improved perceptions of the interaction process over time, specifically with regard to trust, commitment and frank expression between members. Discussion of the role of training on virtual team processes and outcomes is discussed and future research implications are presented.     

Organizational change and virtual teams: strategic and operational integration

Abstract. This paper focuses on the challenges involved in integrating virtual teams strategically and operationally into organizational systems. It argues that an understanding of virtual team integration must consider both the context within which virtual teams are being introduced and processes involved in their implementation. Such an approach demands that we consider the strategic rationales involved in teamworking generally, and virtual teams in particular. By looking at change processes, attention is drawn to the social, cultural and political dynamics that affect the implementation and operation of virtual teams. This analysis is used to suggest further avenues for research on virtual teams, as well as pointing to practical considerations     

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.     

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.     

Factors affecting members' trust belief and behaviour intention in virtual communities

In this research we investigate whether antecedent factors of participant trust and institutional trust significantly influence members' trust belief towards virtual communities. Further, we investigate how members' trust levels affect their behaviour intention. A model of factors that affect members' trust in virtual communities is constructed. We analysed 625 valid online questionnaires obtained from virtual communities related to travel, games, and computer information. The findings suggest that benefit attraction and shared value have significant positive effects on building participant trust, and monitoring has a significant positive effect on building institutional trust. Trust building influences both members' stickiness in virtual communities and their willingness to share information. This research suggests that the extent to which members trust community-based website environments significantly influences their practical behaviour in such environments.     

The influence of disposition and social ties on trust in new virtual teammates

With the increased presence of social media tools such as LinkedIn and Facebook, social network information is now commonplace. Social media websites prominently display the social distance or so-called “degrees of separation” among users, effectively allowing people to view their shared social ties with others, including prospective teammates they have not met. Through the presentation and manipulation of social network information, this longitudinal experiment investigated whether dispositional and relational variables contribute to “swift trust” among new virtual teammates. Data from 74 participants were collected to test a path analytic model predicting that social ties and propensity to trust influence perceptions of a new teammate’s trustworthiness (ability, benevolence, and integrity) as well as the willingness to trust that new teammate when given the opportunity to do so. Path analysis indicated good model fit, but showed no significant evidence that social ties or propensity to trust affect perceived trustworthiness at the initial point of team engagement. Additionally, only one component of perceived trustworthiness (perceived ability) and propensity to trust were found to predict trusting behavior towards a new, unknown, teammate.     

Exploring virtual team-working effectiveness in the construction sector

In defining a virtual team-working solution as with any new organisational form, success relies not merely on the introduction and adoption of Information and Communication Technologies (ICTs), but also on critically analysing the underlying social and organisational aspects. The paper investigates the effectiveness of virtual teams, and any other suitable form of virtual collaboration, in the Construction sector and explores the factors that influence their successful adoption. The positivist strand adopted in the research emphasises a particular approach that promotes software application hosting through a dedicated application service provider, as opposed to the traditional software-licensing model. The research identifies important socio-organisational challenges inherent to the project-based nature of Construction, including issues related to technology adoption, team identification, trust, and motivation. Action research techniques have been employed to conduct the research involving two Small and Medium-Sized Enterprises (SME) from France and Finland.     

The Mind’s Eye on Personal Profiles: A Cognitive Perspective on Profile Elements that Inform Initial Trustworthiness Assessments and Social Awareness in Virtual Project Teams

Collaboration in virtual project teams heavily relies on interpersonal trust, for which perceived professional trustworthiness is an important determinant. In face to face teams colleagues form a first impression of each others trustworthiness based on signs and signals that are ‘naturally’ available. However, virtual project team members do not have the same opportunities to assess trustworthiness. This study provides insight in the information elements that virtual project team members value to assess professional trustworthiness in the initial phase of collaboration. The trustworthiness formed initially is highly influential on interpersonal trust formed during latter collaboration. We expect trustors in virtual teams to especially value information elements (= small containers for personal data stimulating the availability of specific information) that provide them with relevant cues of trust warranting properties of a trustee. We identified a list with fifteen information elements that were highly valued across trustors (n?=?226) to inform their trustworthiness assessments. We then analyzed explanations for preferences with the help of a theory-grounded coding scheme for perceived trustworthiness. Results show that respondents value those particular information elements that provide them with multiple cues (signaling multiple trust warranting properties) to assess the trustworthiness of a trustee. Information elements that provide unique cues (signaling for a specific trust warranting property) could not be identified. Insight in these information preferences can inform the design of artefacts, such as personal profile templates, to support acquaintanceships and social awareness especially in the initial phase of a virtual project team.     

Why do we trust new technology? A study of initial trust formation with organizational information systems

Recent trust research in the information systems (IS) field has described trust as a primary predictor of technology usage and a fundamental construct for understanding user perceptions of technology. Initial trust formation is particularly relevant in an IS context, as users must overcome perceptions of risk and uncertainty before using a novel technology. With initial trust in a more complex, organizational information system, there are a number of external determinants, trusting bases, that may explain trust formation and provide organizations with the needed levers to form or change individuals’ initial trust in technology. In this study, a research model of initial trust formation is developed and includes trusting bases, trusting beliefs, trusting attitude and subjective norm, and trusting intentions. Eight trusting base factors are assessed including personality, cognitive, calculative, and both technology and organizational factors of the institutional base. The model is empirically tested with 443 subjects in the context of initial trust in a national identity system (NID). The proposed model was supported and the results indicate that subjective norm and the cognitive–reputation, calculative, and organizational situational normality base factors significantly influence initial trusting beliefs and other downstream trust constructs. Factors from some of the more commonly investigated bases, personality and technology institutional, did not significantly affect trusting beliefs. The findings have strategic implications for agencies implementing e-government systems and organizational information systems in general.     

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.     

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.     

Preparing to work in the virtual organization

Forming virtual organizations (VOs) is a new workplace strategy that is also needed to prepare information, technology, and knowledge workers for functioning well in inter-organizational teams. University information studies programs can simulate VOs in courses and teach certain skill sets that are needed in VO work: critical thinking, analytical methods, ethical problem solving, stakeholder analysis, and writing policy are among the needed skills and abilities. Simulated virtual teams allow participants to learn to trust team members and to understand how communication and product development can work effectively in a virtual workspace. It is hoped that some of these methods could be employed in corporate training programs also.In an innovative course, inter-university VOs were created to develop information products. Groups in four geographically dispersed universities cooperated in the project; at its conclusion, students answered a self-administered survey about their experience. Each team’s success or difficulties were apparently closely related to issues of trust in the team process. Access to and ease of communication tools also played a role in the participants’ perceptions of the learning experience and teamwork.     

Surviving the paradoxes of virtual teamwork

Despite the potential benefits of virtual teams, current literature suggests that virtual teamwork is rife with complex challenges. We frame some of these challenges as paradoxes inherent in the concept of virtual teamwork. Based on interviews with 42 leaders and members of virtual teams, we identify five paradoxes: (1) virtual teams require physical presence; (2) flexibility of virtual teamwork is aided by structure; (3) interdependent work in virtual teams is accomplished by members' independent contributions; (4) task-oriented virtual teamwork succeeds through social interactions; and (5) mistrust is instrumental to establishing trust among virtual team members. In addition, we identify strategies that respondents used to cope with, or 'survive' the paradoxes of virtual teamwork.     

Perceived job effectiveness in coopetition: A survey of virtual teams within business organizations

This study establishes a model by drawing from key postulates and findings under coopetition to explain the formation of perceived job effectiveness in team collaboration. In the proposed model, perceived job effectiveness is influenced directly by knowledge sharing, cooperative attitude, and competitive conflict, while knowledge sharing is influenced by cooperative attitude and competitive conflict. Accordingly, perceived job effectiveness is influenced indirectly by shared value, perceived trust and perceived benefit via the mediation of cooperative attitude and competitive conflict. Empirical testing of this model, by investigating personnel in information technology (IT) organizations, confirms the applicability of coopetition in virtual teams. The test results indicate that all the model paths except one (linking shared vision and competitive conflict) are significant. Finally, managerial implications and limitations of the research are provided.