Impact of heterogeneity and collaborative conflict management style on the performance of synchronous global virtual teams

Paul, Souren; Seetharaman, Priya; Samarah, Imad M.; Mykytyn, Peter P.

doi:10.1016/s0378-7206(03)00076-4

Cited by 145 publications

(98 citation statements)

References 51 publications

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“…A large number of empirical studies have been conducted in educational settings with students working on relatively realistic tasks (e.g., [12,23,24]). Educational settings allow for control of aspects such as setting the team configuration, task, and technology.…”

Section: Factors Affecting Virtual Teamsmentioning

confidence: 99%

Process and technology challenges in swift-starting virtual teams

Munkvold

Zigurs

2007

Information & Management

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Virtual teams often face tight schedules and a need to start quickly and perform instantly. The goal of our study was to enhance understanding of the challenges faced by such teams. We used time-interaction-performance theory as the framework for following the processes and functions within virtual teams working on a systems development task. Our study provided a detailed examination of the group process, applied to virtual teams working under time pressure. The challenges faced by virtual teams in such settings showed that teams must work to enhance their effectiveness in multiple dimensions. #

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Section: Factors Affecting Virtual Teamsmentioning

confidence: 99%

Process and technology challenges in swift-starting virtual teams

Munkvold

Zigurs

2007

Information & Management

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“…In the field of collaborative systems, group cultural diversity has been studied predominantly in the context of virtual groups (Daily et al, 1996;Paul et al, 2004;Zhang et al, 2007;Shachaf, 2008). For instance, Gray and Olfman (1989) tested the effectiveness of a collaborative system that produced automatic translations among the virtual group participants' languages.…”

Section: The Moderating Effect Of Group Cultural Diversitymentioning

confidence: 99%

Facilitating culturally diverse groups with visual templates in collaborative systems

Bresciani

Comi

2017

CCSM

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Purpose -The use of visual templates has proven instrumental in supporting group meetings.This study explores whether visual templates enable culturally diverse groups to achieve greater task precision in face-to-face meetings.Design/methodology/approach -Building on Adaptive Structuration Theory (AST), it is argued that visual templates provide structuration for face-to-face meetings, even more so when they are embedded in computer-supported collaborative systems. In particular, it is hypothesized that the higher the degree of structuration imposed by visual templates, the higher the degree of task precision will be. It is also hypothesized that this relationship is positively moderated by group cultural diversity: higher cultural diversity will further sustain the positive effects of visual templates that provide higher structuration.Findings -Results of an experiment with 229 managers from 49 countries confirm that facilitating groups with visual templates embedded in a computer-supported collaborative system significantly increases task precision at high levels of cultural diversity. Research limitations/implications -This study contributes to Positive OrganizationalScholarship (POS) by investigating the use of visual templates as a contingency factor that increases performance -specifically task precision -of co-located, culturally diverse groups.Practical implications -Results indicate that visual templates embedded in a computersupported collaborative system are an effective method for increasing task precision in face-to-face meetings of culturally diverse groups.2 Originality/value -Theories from information systems and visualization are integrated into cross-cultural management with a view to sustaining the effectiveness of culturally diverse groups.The study sample is characterized by highly culturally diverse groups interacting in face-to-face meetings.

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“…In the case of conflict arisen, team members must understand other's personality and how they wish to be treated in a collaborative situation. Therefore, conflict is a mutual problem to be solved in ways that benefit everyone involved (Tseng et al, 2009 comparing interpersonal conflict handling styles (Paul et al, 2004). One of the styles in this model is collaborative style.…”

Section: Conflict Managementmentioning

confidence: 99%

Building Effective Virtual Learning Teams Through Enhanced Team Processes

2017

pijss

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Impact of heterogeneity and collaborative conflict management style on the performance of synchronous global virtual teams

Cited by 145 publications

References 51 publications

Process and technology challenges in swift-starting virtual teams

Process and technology challenges in swift-starting virtual teams

Facilitating culturally diverse groups with visual templates in collaborative systems

Building Effective Virtual Learning Teams Through Enhanced Team Processes

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