Global Team Collaboration

Jonsen, Karsten; Gehrke, B

doi:10.1007/978-1-137-35001-5_7

Cited by 4 publications

(3 citation statements)

References 8 publications

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“…As IEI contributes towards effective and positive interactions between individuals, it is possible that groups can develop a collective EI during their interactions within the group (Jordan & Troth, 2004). Jonsen (2011) posits that teams have intelligence just like individual people do; however, the intelligence factor of a group is simply not the average EI of its members but something beyond it. Ashkanasy (2003) also affirms that such collective EI is greater than the sum of its constituent individual intelligences.…”

Section: From Individual Emotional Intelligence To Team Emotional Intmentioning

confidence: 99%

Modelling Enhancement of Team Emotional Intelligence

Kaur

Shri

Mital

2016

Vision: The Journal of Business Perspective

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This article aims to review the concept of team emotional intelligence (TEI) and propose a conceptual model for its enhancement. It seeks to analyze the past literature on TEI and attempts to identify and derive a relationship between different variables that influence it. The technique of interpretive structural modelling (ISM) has been used to identify the strongest and weakest drivers of TEI. The relationship between the individual- and team-level variables was established to develop a theoretical model for enhancement of TEI. The model will help organizations to focus on the right variables to enhance TEI, thus producing effective teams and efficient results. The article adds a new dimension to the approach of TEI by proposing a model for enhancing it. It also studies the different variables of TEI at individual and team levels and their interrelationships, which have not yet been explored extensively.

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Section: From Individual Emotional Intelligence To Team Emotional Intmentioning

confidence: 99%

Modelling Enhancement of Team Emotional Intelligence

Kaur

Shri

Mital

2016

Vision: The Journal of Business Perspective

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“…We may differentiate communication into synchronous (virtual meeting) and asynchronous (e-mail) (Jonsen & Gehrke, 2014). Synchronous communication is the "richer" mode, contributing to cohesion and shared identity more, if all team members participate and engage equally.…”

Section: Processesmentioning

confidence: 99%

COVID-induced virtual teams: A phenomenon-based framework and methodological advice for studying novel events

Mahadevan,

Reichert,

Steinmann

et al. 2024

CEMJ

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PurposeWe conceptualized the novel phenomenon of COVID-induced virtual teams and its implications and provided researchers with the required information on how to conduct a phenomenon-based study for conceptualizing novel phenomena in relevant ways.Design/methodology/approachThis article stems from phenomenon-based and, thus, theory-building and grounded qualitative research in the German industrial sector. We conducted 47 problem-centered interviews in two phases (February–July 2021 and February–July 2022) to understand how team members and team leaders experienced COVID-induced virtual teamwork and its subsequent developments.FindingsEmpirically, we found COVID-induced virtual teams to be characterized by a high relevance of shaping positive team dynamics via steering internal moderators; crisis is a novel external moderator and transformation becomes the key output factor to be leveraged. Work-from-home leads to specific configuration needs and interrelations between work-from-home and on-site introduce additional dynamics. Methodologically, the phenomenon-based approach is found to be highly suitable for studying the effects of such novel phenomena.Research limitations/implicationsThis article is explorative. Thus, we advocate further research on related novel phenomena, such as post-COVID-hybrid and work-from-home teams. A model of how to encourage positive dynamics in post-COVID-hybrid teams is developed and lays the groundwork for further studies on post-COVID teamwork. Concerning methodology, researchers are provided with information on how to conduct phenomenon-based research on novel phenomena, such as the COVID-induced virtual teams that we studied.Practical implicationsCompanies receive advice on how to encourage positive dynamics in post-COVID teamwork, e.g. on identifying best practices and resilient individuals.Social implicationsIn a country such as Germany that faces labor shortages, our insights might facilitate better labor-market integration for those with care-work obligations and international workers.Originality/valueWe offer a first conceptualization of a relevant novel phenomenon, namely COVID-induced virtual teams. We exemplify the phenomenon-based approach as a suitable methodology that serves to build relevant theory using active categorization.

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“…This could inhibit virtual team leaders from constantly interacting with their team members (Saarinen and Piekkari, 2015). Communication richness is further diminished by asynchronous communication, such as e-mails (Jonsen and Gehrke, 2014). Furthermore, social exchange, as a major means of informal task-related and social exchange and trust-building, is severely hampered in a team that only relies on virtual collaboration (Maznevski, 2012, Jarvenpaa and Leidner, 1999).…”

Section: Active Conceptualization: How Does Cultural Intelligence Man...mentioning

confidence: 99%

Cultural intelligence and COVID-induced virtual teams: Towards a conceptual framework for cross-cultural management studies

Mahadevan

Steinmann

2023

Int'l Jnl of Cross Cultural Management

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This article proposes a creative approach to cultural intelligence, as an individual’s capability to function effectively under the condition of cultural diversity. Virtual team collaboration, as stimulated by the COVID-19 pandemic, constitutes a novel, culturally diverse context. We explore how cultural intelligence may shed light onto the requirements of post-COVID virtual and hybrid team collaboration. The contribution of this article to cross-cultural management studies is thus conceptual: by using the concept of cultural intelligence creatively and beyond its classic application, we exemplify a way in which cross-cultural management studies remain relevant, in an increasingly virtual world of work wherein people travel less to other countries, wherein collaboration takes place online and remotely, and wherein national cultural boundaries intersect with other cultural diversity factors.

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Global Team Collaboration

Cited by 4 publications

References 8 publications

Modelling Enhancement of Team Emotional Intelligence

Modelling Enhancement of Team Emotional Intelligence

COVID-induced virtual teams: A phenomenon-based framework and methodological advice for studying novel events

Cultural intelligence and COVID-induced virtual teams: Towards a conceptual framework for cross-cultural management studies

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