In this article we propose to go beyond the dichotomy of virtual vs collocated teams to look instead at virtuality in teams. In so doing, we argue that technology-mediated interactions do not substitute but rather complement face-to-face interactions.We adopt a definition of virtuality in teams based on discontinuities and pursue an understanding of their dynamics in an in-depth case study of an inter-organizational virtual centre of excellence.The findings present evidence suggesting the formation of ‘virtual continuities’ that mitigate the effects that create discontinuities. This, we argue, enriches our understanding of the complex dynamics of virtuality. The theoretical implications are discussed.

No abstract

Research into virtual teams has long focused on "glass half-empty" comparisons with "traditional" teams, exploring the ramifications of technologymediated interactions that lack the social context and cues of face-to-face encounters. With this paper we extend an emerging argument for a new perspective focusing instead on a more optimistic picture in which the glass is actually half-full and technology-mediated interactions play a positive role alongside face-to-face interactions in teams. To achieve this we employ social capital, and in particular "weak ties", as a sensitizing concept or lens through which to view the emerging perspective of "virtuality", defined in terms of "discontinuities" in teams. The thinking this develops is used to examine data gathered from a year-long case study of a UK government-funded "virtual centre of excellence". The findings highlight task and membership boundaries as unique additional discontinuities to be considered in the definition of virtuality.

No abstract

Abstract. The need for enterprise intelligence continues to grow in response to increasingly complex and dynamic organizational environments. However, an intelligent enterprise is comprised of more than a collection of intelligent resources. Like an effective team the whole is made greater than the parts by the manner in which they integrate. Enterprise intelligence enables an organization to both fully exploit existing opportunities whilst remaining capable and ready to respond to future change. In this paper we focus on the contribution made to this dynamic stability by the systemic integration of resources. Using a multi-level systems model we develop a framework, drawing on the concept of intellectual capital, to examine data from a case study of a UK government funded research organization. The findings provide an important insight into the interplay between the social and structural aspects of the linkages that integrate resources and the implications this has for creating enterprise intelligence.