Introduction and Field Problem Concerning Virtual Project Teams

Performance in Virtual Teams: Towards an Integrative Model

“…Another advantage that face-to-face communication does not support is traceability and duplication. ICT enables VT members to access, store, retrieve, and exchange information across time and space boundaries [57,58]. Furthermore, communication through technological tools can be registered, duplicated, and repeated at any time by any team member around the world [51,59,60].…”

“…Furthermore, communication through technological tools can be registered, duplicated, and repeated at any time by any team member around the world [51,59,60]. Finally, the ability to electronically capture, store, and retrieve the team's process and outcomes contributes to the organizational knowledge and learning development, and ultimately may increase VT effectiveness [58,61].…”

“…Leaders may play two main roles: first, task-oriented (or directive) leadership, in which the leader's behavior is directed at managing and monitoring the task performance; second, a relationship-oriented (or supportive) leader's behavior that aims to improve team cohesion and facilitate good relationships between team members. The social role is critical in virtual settings to overcome the negative effects of the lack of physical proximity and direct supervision [5,17,58,69]. In their study, Carte and colleagues [70] found that highperforming VTs are very task-focused, but the monitoring behavior is shared among team members.…”