Performance and Improvement of Virtual Work Teams

TABLE OF CONTENTS

ABSTRACT4

CHAPTER 11

Introduction and Background1

Topic2

Purpose3

Problem Statement3

Research Question4

Theoretical Framework4

Audience for Project5

Definitions6

Summary6

CHAPTER 28

Introduction8

Literature Review9

Virtual Teams10

Studies comparing traditional with virtual teams13

Managing Virtual Teams14

Virtual Teams performance17

High-performing Virtual Workforces18

Emergent Team Processes19

Team Design Factors20

Studies assessing the structural and dynamic factors that affect the performance of virtual teams21

Technological Advancements used by Virtual Teams22

Trust23

Communication Media24

Task and Conflict Management26

Theoretical Framework27

Summary29

CHAPTER 330

Introduction30

Research Methodology30

Methods of Inquiry31

Literature Search31

Steps in Finding and Evaluating Information31

Qualitative Data31

Advantages and Disadvantages of Secondary Data32

Summary32

CHAPTER 433

Introduction33

Importance of Virtual Teams33

Factors identified which affect the performance of virtual teams34

Trust34

Information Technology and technological tools34

Knowledge Management36

Team Design36

Managing work interdependencies and expertise36

Sharing and communicating information37

Interpersonal Conflicts38

Independent and Participate nature of Team members39

Active leadership39

Other factors40

Summary41

CHAPTER 542

Analysis42

Implications43

Relationship of Findings to the Research Questions44

Importance of virtual team44

Factors which influence the productivity and performance of virtual teams45

How do these factors influence virtual team's performance?45

Limitations of the Study46

Future Research Efforts47

Conclusion47

REFERENCES48

Abstract

This research explores the notion of virtual teams and how team members are affected by various factors. This research is based on identifying the factors that influence the performance of virtual team members. Factors like trust, effective communication, leadership, Information technology, and individual team effort, were identified to be major factors affecting team members' performance. Through secondary research, the researcher has analyzed and highlighted the factors and devised implications through which virtual teams can be managed effectively.

Chapter 1

Introduction and Background

Virtual teams and the presence of virtual workers are becoming more prevalent with “communication technology improvements and continued globalization” (Kirkman, Rosen, Gibson, Tesluck & McPhereson, 2002, p. 67). In fact, not since the industrial revolution has such a shift in the workplace occurred. A specific reason for this occurrence is a shift away from industry-based economies and to “an information-based global economy” (Hill, Ferris & Martinson, 2003, p. 221). Travel restrictions resulting “from the 2001-2002 recession and the events of September 11, 2001” also spurred the expansion of such teams (Kirkman, Rosen, Gibson, Tesluck & McPhereson, 2002). In 2009, nearly 114,000 “teleworked” for Federal agencies, representing a little over 5% of the Federal population (Report to Congress, 2011).

Working from home can be called many different names; telework, telecommuting, working remotely or working virtually. Virtual offices and work teams substitute telecommunications for work-related travel and work away from the traditional office, mostly as home-based telecommuters (Hill, Ferris & Martinson, 2003, p. 221). There are over 100 books and articles on Amazon “on how to implement virtual teams” (dePillis & Furumo, 2007, p. 93). They are being required to provide this data to the Office of Personnel Management after it has been collected and analyzed (Report to Congress, 2011, p 4). Precisely, because virtual work is growing at such a rapid pace, “research is sorely needed to compare the traits needed to effectively work in the office versus in the home” (O'Neill, Hambley, Greidanus, MacDonnell & Kline, 2009, p. 145). This report also found that less than half of the agencies involved in their telework program gather information which evaluates its benefits. About 40% of agencies “does not typically track nor are they aware of ...