A meta-analytic investigation of virtuality and information sharing in teams

Mesmer‐Magnus, Jessica; DeChurch, Leslie A.; Jimenez-Rodriguez, Miliani; Wildman, Jessica L.; Shuffler, Marissa L.

doi:10.1016/j.obhdp.2011.03.002

Cited by 187 publications

(174 citation statements)

References 112 publications

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“…Second, and consistent with our overall view that the research on electronic dependence and geographic dispersion should be fully integrated with research on national and cultural diversity, the most intriguing findings with regard to the multidimensionality of both electronic dependence and geographic dispersion are emanating from the examination of interaction effects-either between the dimensions themselves or with other aspects of virtual teams (e.g., Cummings et al 2009, Mesmer-Magnus et al 2011. For example, the findings of Mesmer-Magnus et al (2011), regarding the interaction between virtuality and information sharing, and Cummings et al (2009), regarding the interaction between geographic dispersion and the synchronicity of communication tools, reinforce the need for researchers to examine these complex, dynamic interactive models.…”

Section: Virtual Teamssupporting

confidence: 67%

“…For example, the findings of Mesmer-Magnus et al (2011), regarding the interaction between virtuality and information sharing, and Cummings et al (2009), regarding the interaction between geographic dispersion and the synchronicity of communication tools, reinforce the need for researchers to examine these complex, dynamic interactive models. Examining interaction effects may also help untangle the mixed findings for virtuality's effects on team processes and performance-some studies have found mainly negative effects (Gibson & Gibbs 2006, Schweitzer & Duxbury 2010, whereas others have found no effects (Chudoba et al 2005).…”

Section: Virtual Teamsmentioning

confidence: 99%

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Where Global and Virtual Meet: The Value of Examining the Intersection of These Elements in Twenty-First-Century Teams

Gibson

Huang

Kirkman

et al. 2014

Annu. Rev. Organ. Psychol. Organ. Behav.

123

115

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We review prior research that has examined virtuality in teams (e.g., pertaining to the use of electronic media) or the global nature of teams (e.g., national and cultural differences), demonstrating that very few scholars have examined both simultaneously. Given that the global and virtual elements often coincide in the same team, this is a critical gap in research, particularly because these two features may interact in important ways, amplifying or mitigating the effects of each other. After elaborating on potential interactions, we set forth future research directions, which incorporate both global and virtual elements of teams and in doing so, better address the complexity of working in these increasingly common collaborative forms.

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Section: Virtual Teamssupporting

confidence: 67%

Section: Virtual Teamsmentioning

confidence: 99%

Where Global and Virtual Meet: The Value of Examining the Intersection of These Elements in Twenty-First-Century Teams

Gibson

Huang

Kirkman

et al. 2014

Annu. Rev. Organ. Psychol. Organ. Behav.

123

115

View full text Add to dashboard Cite

show abstract

“…Thus, the virtuality of any given team could be evaluated in view of its impacts on the communications and flow of information between the members of the team. The reason is that there is a link between virtuality and the quality of communications (Martins, Gilson, and Maynard 2004;Mesmer-Magnus et al 2011;Ortiz de Guinea, Webster, and Staples 2012). This understanding is reinforced by the concept of discontinuities proposed in previous studies, for example (Chudoba et al 2005;Watson-Manheim, Chudoba, and Crowston 2002) as the criteria for defining virtuality in teams.…”

Section: Conceptualising Virtuality In Teamsmentioning

confidence: 84%

“…The thrust of the paper by O' Leary and Cummings (2007) was in contrast to the propositions of Kirkman and Mathieu (2005) and Mesmer-Magnus et al (2011) who sought to investigate the correlations between virtuality and information exchange in teams. That is, O'Leary and Cummings (2007) developed equations to mathematically gauge the degree of virtuality of teams.…”

Section: Author (Year)mentioning

confidence: 99%

Evaluating virtuality in teams: a conceptual model

Hosseini

Zuo

Chileshe

et al. 2015

Technology Analysis & Strategic Management

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Major parts of teams deployed in contemporary organisations to some extent possess the attributes of virtuality. In this context, at high levels of virtuality, team requirements become quite different from those of face-to-face teams. Thus, evaluating virtuality in teams is a key prerequisite for assessing its requirements and defining the applicable managerial policies. Nonetheless, the concept of virtuality in teams has remained elusive within the extant literature. To address this, this paper deploys a qualitative meta-analysis to synthesise the relevant findings drawing upon an exhaustive review of the literature. The study conceptualises the phenomenon of virtuality through proposing a conceptual framework for evaluating the level of virtuality in teams. This paper contributes to the field by offering further insight into the concept of virtuality and directs future investigations by providing the ground for validating the presented conceptual model.

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“…Mesmer-Magnus et al (2011), using the extent of information sharing as a measure for group success, show that low levels of virtuality are supportive, while increased levels rather constrain effective information sharing. However, the derivation of clear behavioral patterns remains difficult, due to the ubiquitous lack of clear theoretical benchmarks and financial incentives (Charness and Sutter, 2012).…”

Section: Introductionmentioning

confidence: 99%

The Impact of Communication Regimes on Group Rationality: Experimental Evidence

Meub

Proeger

2014

SSRN Journal

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Abstract: The performance of groups has been thoroughly investigated in experimental economics, showing that groups are overall more rational deciders than individuals. However, superior group performance in economic experiments has primarily been shown for face-toface decision making, which has ceased to be the prevalent form of communication in many IT-based organizations. To test the robustness of higher group rationality under conditions of virtual communication, we conduct a social learning experiment. We find that virtual communication leads to a substantial deterioration of group rationality for a judgmental task, while there is no effect for a purely intellective task. Further, we show that higher cognitive abilities of group members have no impact for the judgmental task, yet increase rationality for the intellective task. Our results have potential implications for the design of communication structures within decentralized organizations relying on virtual communication. Terms of use: Documents in

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A meta-analytic investigation of virtuality and information sharing in teams

Cited by 187 publications

References 112 publications

Where Global and Virtual Meet: The Value of Examining the Intersection of These Elements in Twenty-First-Century Teams

Where Global and Virtual Meet: The Value of Examining the Intersection of These Elements in Twenty-First-Century Teams

Evaluating virtuality in teams: a conceptual model

The Impact of Communication Regimes on Group Rationality: Experimental Evidence

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