How to get things done in social virtual reality – A study of team cohesion in social virtual reality–enabled teams

Torro, Osku; Holopainen, Jani; Jalo, Henri; Pirkkalainen, Henri; Lähtevänoja, Antti

doi:10.24251/hicss.2022.057

Cited by 5 publications

(3 citation statements)

References 14 publications

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“…Further, a positive relationship exists between team cohesion and performance, irrespective of the team context and type (Grossman et al, 2022). It is depicted that strong team cohesion shared a positive linkage with the team performance even though the team members were connected through a virtual setup (Torro et al, 2022). Team cohesion is also believed to share a reciprocal relationship with team performance, such that cohesion determines subsequent performance, and following that, performance determines the next cohesion (Braun et al, 2020).…”

Section: Factors Affecting Team Performancementioning

confidence: 99%

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Factors affecting team performance: An empirical study of Indian GenY and GenZ cohorts

Maan

Srivastava

2023

EDI

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PurposeThe study intends to examine the generational differences between GenY and GenZ Indian generational cohorts on the study variables, i.e. core self-evaluations (CSE), team cohesion, organizational culture and team performance. Further, the present research aims to analyze the impact of CSE, team cohesion and organizational culture on team performance as antecedents.Design/methodology/approachThe study has adopted a descriptive cross-sectional survey method where the data were collected from Indian working professionals who belonged to GenY and GenZ generational cohorts. Further, a total of 370 responses were received, and thereafter, the data were analyzed by employing significant statistical tests such as exploratory factor analysis (EFA), confirmatory factor analysis (CFA), structural equation modeling (SEM) and an independent samples t-test.FindingsThe study results revealed that GenY and GenZ cohorts significantly differ on CSE, team cohesion and organizational culture. However, no significant difference was reported in team performance between these two generational cohorts. Also, the study results disclosed that CSE, team cohesion and organizational culture positively influence team performance by acting as its determinants.Practical implicationsThe study reports differences between GenY and GenZ that would assist managers in effectively dealing with these generational cohorts and formulating human resource (HR) policies that can accommodate the needs of these two cohorts. Additionally, the study benefits managers by highlighting the importance of core-self evaluations, team cohesion and organizational culture to enhance team performance.Originality/valueExisting research depicts that there lies a paucity of generational studies in the Indian context. The present study attempts to address this lacuna by putting pioneering efforts into this field. The main contribution of the study lies in empirically investigating the Indian generational cohorts (GenY and GenZ) in the organizations. Further, the study has also conceptualized and examined a team performance model by considering factors at three levels (individual, team and organization).

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Section: Factors Affecting Team Performancementioning

confidence: 99%

“…, 2022). It is depicted that strong team cohesion shared a positive linkage with the team performance even though the team members were connected through a virtual setup (Torro et al. , 2022).…”

Section: Literature Reviewmentioning

confidence: 99%

Factors affecting team performance: An empirical study of Indian GenY and GenZ cohorts

Maan

Srivastava

2023

EDI

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“…This is an important consideration for the sport psychology practitioner with the need to create an engaging and interactive intervention to promote learning via online technologies. Furthermore, the lack of face-to-face contact may impact team cohesion, with remote working environments needing careful consideration to draw on opportunities (e.g., WORKING IN ESPORTS: DEVELOPING TEAM COHESION ability to move with others into different channels) and negate the hindrances (e.g., lack of richness in communication; Torro et al, 2022).…”

Section: The Teammentioning

confidence: 99%

Working in Esports: Developing Team Cohesion

Swettenham¹,

Whitehead

2022

Case Studies in Sport and Exercise Psychology

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The team in the current case study is a professional League of Legends team within the United Kingdom. This case study aimed to develop team cohesion through increasing players’ awareness of self and others through mutual sharing of strength profiles. As the split progressed, the case also aimed to support the players to manage uncomfortable thoughts and emotions under pressure utilizing an acceptance and commitment therapy approach. This was done through five workshops over 4 weeks with one-to-one work blended into the program to ensure an individualized approach to enhance learning. This case study will outline the context of League of Legends, the needs analysis, intervention delivery, and feedback from interviews with players and coaches. Finally, this case study will provide reflections from the trainee sport and exercise psychologist working within esports for the first time.

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Design principles for social exchange in social virtual reality-enabled virtual teams

Torro,

Pirkkalainen

2023

Virtual Reality

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Social virtual reality (SVR) is a novel technology that can simulate and potentially enhance our face-to-face interactions. However, our understanding of interpersonal communication in SVR is still limited. To address this research gap, we describe how SVR enables social exchange (i.e., fundamental communication patterns of trust and reciprocity between individuals), which is closely related to virtual team performance. We present an information systems design theory for social exchange in SVR-enabled virtual teams (SE-SVR). Drawing from affordance theory and social exchange theory, we describe how SVR material properties (i.e., avatars, virtual objects, virtual space, and verbal and nonverbal communication features) enable and foster social exchange in SVR. As a theoretical contribution, we propose design principles for social exchange in SVR and connect them with testable theoretical propositions. Furthermore, we present the concept of interacting with presence, which facilitates users’ affordance perceptions in SVR. We conceptually validate our design principles and illustrate our design through an artifact instantiation: XR Campus, which is a minimum viable product of a collaborative platform for the ECIU University. Our SE-SVR theory has important research and practice implications because it explains how critical aspects of organizational remote communication can be considered in SVR design.

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How to get things done in social virtual reality – A study of team cohesion in social virtual reality–enabled teams

Cited by 5 publications

References 14 publications

Factors affecting team performance: An empirical study of Indian GenY and GenZ cohorts

Factors affecting team performance: An empirical study of Indian GenY and GenZ cohorts

Working in Esports: Developing Team Cohesion

Design principles for social exchange in social virtual reality-enabled virtual teams

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