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1.
Virtual teams (VTs) are teams whose members do not share a common workspace all of the time, and must therefore collaborate using communication and collaboration tools such as email, videoconferencing, etc. Although the body of research on VTs is quickly expanding, to date, the field has yet to produce a comprehensive and coherent foundation upon which future research can be based, and empirical findings based on a substantive sample of real VTs remain limited at this time. This study fills a void in the VT literature with respect to defining and operationalizing the construct of degree of virtuality, and responds to calls for research that studies ongoing VTs, under real conditions. Data were collected from 30 VTs working in a Canadian technology‐based organization. Degree of virtuality was defined to include three dimensions: the proportion of work time that the VT members spend working apart (team time worked virtually), the proportion of the team's members who work virtually (member virtuality) and the degree of separation of the team's members (distance virtuality). The VTs in this study were found to have varying degrees of virtuality, and although the three dimensions were not highly intercorrelated, all were found to be significantly correlated to variables that have been previously linked to VT effectiveness. The correlations were all in the expected direction (negative), indicating that higher degrees of virtuality are associated with perceived decreases in the quality of team interactions and performance. The results of this research would suggest that the more that teams move away from the proximate form, the more the traditional measures of team effectiveness are negatively impacted. 相似文献
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This study explores trust development and maintenance in temporary, work-oriented virtual teams, and examines the effect of trust on communication and cohesiveness. Results suggest that for work-oriented virtual teams formed on a temporary basis, members swiftly develop calculus-based trust in order to assess the outcomes and costs of maintaining team relationships. Members also rely on prior knowledge to determine other members' competence so that they can make predictions about one another's behaviors. Thus, both calculus-based and knowledge-based trust play accentuating roles in the initial development of work-oriented virtual teams. Identification-based trust also develops swiftly initially, but is relatively insignificant compared to the other two types of trust. Finally, initial trust may correlate to both later communication and later cohesiveness . 相似文献
3.
Andrew Hardin Robert M. Davison Christoph Schneider Clayton A. Looney Suprateek Sarker 《Information Systems Journal》2024,34(2):469-498
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. 相似文献
4.
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. 相似文献
5.
Global virtual teams (GVTs) allow organizations to improve productivity, procure global knowledge, and transfer best practice information instantaneously among team members. GVTs rely heavily on IT and have little face-to-face interaction, thereby increasing problems resulting from geographic barriers, time language, and cultural differences, and inter-personal relationships. The purpose of our study was to design a normative framework that would assist organizations in understanding the relationship between diversity, mutual trust, and knowledge sharing among GVTs, with additional focus on understanding the moderating impact of collaborative technology and task characteristics. Empirical data was collected from 58 GVTs and analyzed using a Hierarchical Multiple Regression technique. Results showed that in GVTs, deep level diversity has a more significant relationship with team processes of mutual trust and knowledge sharing than visible functional level diversity. This relationship is moderated by the collaborative capabilities of available technology and levels of interdependence of the task. Furthermore, knowledge sharing and mutual trust mediate the relationship between diversity levels and team effectiveness. 相似文献
6.
分布式控制中的智能Agent联合协作 总被引:2,自引:0,他引:2
联合协作是分布式智能Agent技术应用的核心。该文通过组队协作过程模型和分布式智能Agent系统结构对智能Agent联合协作的组建和分类进行研究,给出在柔性控制中的应用方案。 相似文献
7.
Katherine M. Chudoba Eleanor Wynn Mei Lu & Mary B. Watson-Manheim 《Information Systems Journal》2005,15(4):279-306
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. 相似文献
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Dynamic nature of trust in virtual teams 总被引:3,自引:0,他引:3
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. 相似文献
10.
Mary Beth Watson‐Manheim Katherine M. Chudoba Kevin Crowston 《Information Systems Journal》2012,22(1):29-52
Boundaries such as time, distance, organisation and culture have been a useful conceptual tool for researchers to unpack changes in the virtual work environment, moving from a dichotomous perspective that contrasts face‐to‐face and virtual work to a more nuanced hybrid perspective. However, researchers may tacitly assume that all members of a virtual team and virtual teams collectively will respond to a boundary in a similar way. We posit instead that boundaries are a dynamic phenomenon and may have different consequences under different circumstances. We offer organisational discontinuity theory as a tool for more focused investigation of the virtual work environment. Discontinuities and continuities describe the setting in which individuals in a virtual team operate, both actual work practices and the perceptions of the individuals in the virtual work environment. The terms offer a starting point to identify and understand what may otherwise seem to be paradoxical differences in how virtual team members respond to boundaries. 相似文献
11.
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. 相似文献
12.
在信息和服务爆炸的时代,分布式的信任评估技术作为一种新的解决方案,引起了广泛关注并取得了许多重要成果。针对分布式信任评估中的难点与关键点,在介绍现有模型的解决手段时,指出了目前仍遗留的一些问题。 相似文献
13.
Lynne E. Parker 《Autonomous Robots》2002,12(3):231-255
An important issue that arises in the automation of many security, surveillance, and reconnaissance tasks is that of observing the movements of targets navigating in a bounded area of interest. A key research issue in these problems is that of sensor placement—determining where sensors should be located to maintain the targets in view. In complex applications involving limited-range sensors, the use of multiple sensors dynamically moving over time is required. In this paper, we investigate the use of a cooperative team of autonomous sensor-based robots for the observation of multiple moving targets. In other research, analytical techniques have been developed for solving this problem in complex geometrical environments. However, these previous approaches are very computationally expensive—at least exponential in the number of robots—and cannot be implemented on robots operating in real-time. Thus, this paper reports on our studies of a simpler problem involving uncluttered environments—those with either no obstacles or with randomly distributed simple convex obstacles. We focus primarily on developing the on-line distributed control strategies that allow the robot team to attempt to minimize the total time in which targets escape observation by some robot team member in the area of interest. This paper first formalizes the problem (which we term CMOMMT for Cooperative Multi-Robot Observation of Multiple Moving Targets) and discusses related work. We then present a distributed heuristic approach (which we call A-CMOMMT) for solving the CMOMMT problem that uses weighted local force vector control. We analyze the effectiveness of the resulting weighted force vector approach by comparing it to three other approaches. We present the results of our experiments in both simulation and on physical robots that demonstrate the superiority of the A-CMOMMT approach for situations in which the ratio of targets to robots is greater than 1/2. Finally, we conclude by proposing that the CMOMMT problem makes an excellent domain for studying multi-robot learning in inherently cooperative tasks. This approach is the first of its kind for solving the on-line cooperative observation problem and implementing it on a physical robot team. 相似文献
14.
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. 相似文献
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Caisson M. Vickery Thomas D. Clark Jr & John R. Carlson† 《Information Systems Journal》1999,9(4):291-312
Abstract. This paper examines the strength and performance of virtual positions within an organizational setting. Access to US Air Force systems acquisition teams provided a unique opportunity to study the phenomenon for a large number of virtual positions in a stable setting, thereby controlling for the differing aspects of organizational structure that usually make such positions difficult to study. A measurement scheme for the strength of the virtual position is developed and validated. A hierarchical regression analysis of research constructs dealing with power, autonomy, allegiance, structure and performance confirms that stronger virtual positions perform better in complex rather than simple task situations. Finally, managerial implications are discussed. 相似文献
17.
Innovative organizations are increasing their use of distributed teamwork, but there are several difficulties in reaching
shared understanding between the team members in these settings. A lack of awareness of other team members’ working processes
is one of the drawbacks that a virtual team may face while attempting to collaborate on a shared task. In this study virtual
teamwork was supported with a specific working model. The aim was to investigate virtual team members’ awareness of collaboration.
One global team (N=19) within a single organization worked as a distributed team in a shared web-based workspace for three months. The data
were gathered by means of questionnaires, log-files of the shared virtual workspace and collected company documents in order
to find out how team members perceive their collaboration. Based on qualitative data analysis, three different aspects of
collaboration awareness were identified: an awareness of the possibility for collaboration, an awareness of the aims of collaboration,
and an awareness of the process of collaboration. The results presented in this paper give guidelines for discussing what
the awareness of collaboration means in the context of distributed collaboration. 相似文献
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PCCAVE:基于连网PC的廉价CAVE系统 总被引:11,自引:0,他引:11
讨论了一个基于 PC的廉价 CAVE系统的实现方法 .FCCAVE使用 4台微机配合中低档的图形显示卡构成图形绘制系统 ,代替 SGI工作站和 Reality Engine高档工作站图形卡 .PCCAVE整体上是一个主从式并行计算结构 ,主节点提供人机交互控制接口 ,从节点接受主节点命令和绘制立体图像 .PCCAVE的通信子系统使用 MPI实现 ,实现了并行计算的同步控制和智能信息代理服务 ,图形子系统以 Direct X和 Open GL 作为底层图形 API.还研究了系统的主要瓶颈和性能指标 .利用该系统实现了浙江大学的校园漫游 .结果表明该系统的许多指标都超越或者接近于 SGI Onyx2 ,具有良好的推广前景和较高的实用价值 . 相似文献