In this paper, we review the research on virtual teams in an effort to assess the state of the literature. We start with an examination of the definitions of virtual teams used and propose an integrative definition that suggests that all teams may be defined in terms of their extent of virtualness. Next, we review findings related to team inputs, processes, and outcomes, and identify areas of agreement and inconsistency in the literature on virtual teams. Based on this review, we suggest avenues for future research, including methodological and theoretical considerations that are important to advancing our understanding of virtual teams.

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We advance a theory of how business models can be innovated proactively in the absence of exogenous changes, through processes of generative cognition. We contribute to the cognitive perspective in strategy by analyzing business models as schemas that organize managerial understandings about the design of firms' value‐creating activities and exchanges and by theorizing how they can be innovated through processes for proactive schema change. Drawing on cognitive psychology research on two major cognitive processes through which individuals change their schema to cope with novelty, analogical reasoning and conceptual combination, we theorize firm‐level strategic processes for designing innovative business models. Copyright © 2015 Strategic Management Society.

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Summary With the changing demographic composition of the workforce, managing diversity in organizations is an important organizational function. Organizations have employed varying approaches to diversity management (DM), resulting in varying organizational outcomes. Meanwhile, researchers have called for more theoretical development within the DM area. We present a framework rooted in social and cross‐cultural psychological research, to foster theory development and empirical testing in the area of DM. We also derive several propositions to guide future research on DM and note some boundary conditions that suggest research opportunities of their own. Our framework contributes a theoretical conceptualization that enhances our understanding of organizations' DM efforts, integrates current typologies, and suggests new directions of inquiry for management scholars as well as guidelines for practitioners in the area. Copyright © 2012 John Wiley & Sons, Ltd.

Purpose – The paper aims to study the influence of three dimensions of workplace spirituality (inner life, meaningful work and sense of community) on perceived and objective organizational performance in two primary health care settings: health centres (HCs) and family health units (FHUs), differing in terms of work organization. Design/methodology/approach – Data on workplace spirituality and perceived organizational performance were collected from a sample of 266 health care workers (doctors, nurses and administrative staff). Data on objective performance were obtained from the respective regional health authorities. Multiple regression, GLM, and tests of mediation were carried out. Findings – In both groups, perceived and objective organizational performance are predicted by sense of community. Additionally, FHUs presented significantly higher values in perceived and objective organizational performance, as well as sense of community and meaningful work. Finally, workplace spirituality and sense of community were found to mediate the relationship between work group and perceived and objective organizational performance. Research limitations/implications – The study's limitations include the convenience sample, as well as lack of control for the social desirability effect. Patient satisfaction surveys as well as the inclusion of predictive variables such as leadership should be considered in future studies. Practical implications – Primary health care services, and particularly FHUs, revealed the importance of workplace spirituality. Work teams with higher sense of community had higher performance results, which may therefore be an input in policy decisions regarding primary health care. Originality/value – This study compared the scores of workplace spirituality and perceived and objective organizational performance in two types of primary health care services, in a setting that approximates the quasi-field experiment. Workplace spirituality emerged as significantly mediating the relationship between work unit type and organizational performance.

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