Social Aspects of Virtual Teams
Daphna Shwarts-Asher

TL;DR
This study investigates the social dynamics of virtual teams, revealing that virtual discussions are less positive and their output is inferior to face-to-face teams, highlighting challenges in remote collaboration.
Contribution
It introduces a model of virtual team dynamics and provides empirical evidence on social and performance differences compared to face-to-face teams.
Findings
Virtual team discussions are more negative than face-to-face discussions.
Virtual teams produce lower output than face-to-face teams.
Social aspects negatively impact virtual team performance.
Abstract
There has been a transformation from individual work to team work in the last few decades (Ilgen, 1999), and many organizations use teams for many activities done by individuals in the past (Boyett & Conn, 1992 ; Katzenbach & Smith, 1993). In recent years, there has been a renewed interest in computer-mediated groups because of the increases in globalization of business operations leading to geographically dispersed executives and decision makers. However, what seems to be lacking is some focus in terms of problem settings and corresponding tools to support collaborative decision making. The research question of this study deals with the dynamics of virtual teams' members. A model, suggesting that team dynamics can increase the teams' output, is presented, and a methodology to examine the model is illustrated. An experiment was performed, in which subjects, who were grouped into teams,…
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Taxonomy
TopicsTeam Dynamics and Performance · Job Satisfaction and Organizational Behavior · Knowledge Management and Sharing
