A Study on Ranking Key Factors of Virtual Teams Effectiveness in Saudi Arabian Petrochemical Companies

Abstract

Abstract-This research ranks effectiveness-related factors of virtual teams. The literature suggests various factors which could motivate or discourage management in using virtual teams versus co-located teams. Forty-eight interviews were done in petrochemical companies in Saudi Arabia. The Echo Method has been employed and eleven factors were identified. Results showed that the participants ranked efficiency and communication as first and second as a motivating factor in adopting the virtual team approach. While, the other three motivating factors which were ranked lower are flexibility, diversity and cooperation. On the other hand, the six discouraging factors (barrier) are miscommunication, scheduling preferences, unreliability of technology, incompetency of staff, varying standards and isolationist tendency. Suggestions were made to counteract the effects of the barrier-inducing factors and enhance the effects of the motivating factors.

Critical Success Factors in Managing Project Using IS/IT: : Case Study for Projects in Indonesia During COVID-19 Pandemic

“…Socio-technical Technological cues, Socioemotional needs [19], Flexibility of work place and schedule [20], Opportunities to share ideas about the work environment and way of working [21], Freedom to choose work tasks [22], Technology, networking and multidisciplinary relationship building skills [23], Familiarity with technology [24], Efficient information technology communication (ICT) tools [25] 4.…”

“…Project-management Team composition [19], Project management [26], Efficiency, Ease of communicating [20], Sound information and communication about the concept, adequate managing of expectation [21], Visual accessibility, Operation accessibility [27], Frequency of FTF meeting [24], Creative conflict resolution, Clear roles for team members [28], Project control, Good project management methodology [17], Appropriate process, Adjustable team charter, Decision approach is based on RACI model [18], Shared project data and records [29], Competent project team [25] 7.…”

“…Diversity of skill sets [20], Intellectual knowledge of the technical [22], Experience knowledge with virtual teams [30] 10 Team attitude Integrity, Goal commitment, Empathy, Good interaction management, Good communication style [33], Cooperation [20], Quick responses to complaints or misunderstandings [21], Comfort [27], Openness, Agreeableness [34], Trust amongst project teams [25], Adaptiveness to national culture and regional differences [26] 19. Integrity 20.…”