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Trust is referred to as a key facilitator in team collaborations. Evidence shows that different levels of trust are related to different qualities of team collaboration. A lack of trust development in teams presents a significant challenge in group collaboration. In this paper", " we review factors associated with the establishment of trust in hybrid teams that collaborate virtually as well...
Much of human behavior involves non-conscious cognition. Research has shown that it is possible to manipulate non-conscious cognition and behavior through "priming", a well-known phenomenon from cognitive psychology. 3-D Virtual Environments (VEs) have shown potential as platforms for virtual collaboration. Visually oriented, VEs represent team members as avatars. We posit that incorporating...
In this paper we report the findings of a laboratory experiment in which global virtual teams used IBM's Lotus Same time to work on decision-making tasks. We restricted our study to short-duration virtual teams. We find that national cultural diversity adversely affects interaction among team members. We also find that interaction among team members has a curvilinear (an inverted U) relationship with...
This study examines the development of trust within a 77 member global virtual team, "SciTeam", tasked with organizing a scientific conference. A dedicated discussion board space was created within a virtual scientific organization platform (on which team members from around the world interacted). The task included logistics, scheduling, and content components. We studied the team using...
The frequent use of global virtual teams for accomplishing organizational tasks helps explain the continued interest in research designed to identify and disentangle the relationships among factors influencing team performance. Participative goal setting represents one factor that may be particularly important in these settings. 52 self-directed global virtual teams, consisting of 318 participants,...
Virtual leadership is a phenomenon that has strongly risen in importance in recent years. Therefore, the study at hand took a closer look at the way in which virtuality affects the trust in leaders, which again influences the performance of employees. In a questionnaire, in which 121 participants took part, the influence of virtuality on the relationship between the trustworthiness of a team-leader...
Leadership has been recognized to have a big influence on global virtual team (GVT) success, but the influence of the organizational context on GVT leaders' possibilities to succeed in leading GVTs in the team's different lifecycle stages has been omitted. In this study, which was conducted as a qualitative multiple case study, we identified five factors of organizational support which influence these...
Current IS research is inconclusive about the role of conflict within virtual teams (VTs). In this paper, we argue that conflict should be treated as part of the process and not as an antecedent or post-facto analysis to VT performance. We propose the concept of conflictual balance, grounded in structural balance theory (SBT) [12], to study the complex relationship between conflict and VT performance...
Virtual teams (VTs), collaborating through technology towards common goals, are a typical way of organizing work in global organizations. Collaborative technologies, such as 3D virtual worlds (VWs), make it possible for VTs to keep meetings in a shared virtual space. This study investigates VT leadership taking place in a VW. We analyzed VW meeting recordings and member interviews for tracking how...
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