Leadership Roles and Communication Issues in Partially Distributed Emergency Response Software Development Teams: A Pilot Study

Plotnick, Linda; Ocker, Rosalie J.; Hiltz, Starr Roxanne; Rosson, Mary Beth

doi:10.1109/hicss.2008.230

Cited by 27 publications

(24 citation statements)

References 13 publications

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“…Virtual teams with subgroup formation have been found to have significantly higher conflict and coordination problems, lower trust, lower team identification, and lower-functioning transactive memory systems [36,42]. At the individual level, team members have normally reported low levels of individual trust and higher levels of interpersonal conflict [40,42]. Similar effects were found in globally dispersed teams where subgroup formation was based on cultural and temporal distance [41].…”

Section: Related Workmentioning

confidence: 77%

Healthy Divide or Detrimental Division? Subgroups in Virtual Teams

Robert

2016

Journal of Computer Information Systems

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Subgroup formation, the emergence of smaller groups within teams, has been found to be detrimental to teamwork in virtual teams. Recently, however, an alternative view of the effects of subgroup formation proposes that the formation of subgroups is not always bad. When subgroups are based on identity characteristics like race and gender, they are like6ly to have negative effects, but when they are not, subgroups can have positive effects on teamwork. This paper empirically examines this proposition. Results of our study generally support the proposed assertion. When subgroups are not based on race or gender, they are positively associated with perceptions of social integration and open communication. However, when they are based on race and gender they are negatively associated with perceptions of social integration and open communication. The implications of this study demonstrate that subgroups may in many cases be beneficial rather than detrimental to virtual teams.

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Section: Related Workmentioning

confidence: 77%

Healthy Divide or Detrimental Division? Subgroups in Virtual Teams

Robert

2016

Journal of Computer Information Systems

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“…An understanding of the success factors for leadership in virtual teams and sensitivity to the need to avoid estrangement of distributed members can promote successful leadership in all of the possible leadership configurations of PDTs (Plotnick 2008;Plotnick et al 2008). Whereas PDTs are only beginning to be studied, they are predicted to be one of the dominant organizational forms in the twenty-first century.…”

Section: Discussionmentioning

confidence: 98%

Leadership Dynamics in Partially Distributed Teams: an Exploratory Study of the Effects of Configuration and Distance

et al. 2009

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Despite the importance of leadership and the wealth of empirical studies focused on leadership effectiveness in traditional and computer-supported groups, there is little research examining leadership dynamics in partially distributed virtual teams (PDTs). Virtual teams are partially distributed when they are configured with one or more subgroups of collocated members and isolated members. This paper lays the groundwork for an in-depth study of leadership in PDTs that can be extended to other types of virtual team configurations. Using three dimensions of virtual distance (geographic, cultural and temporal), we analyze how the configuration of virtual teams interacts with leadership dynamics. We also summarize the results of an exploratory study using 12 student teams to examine the effects of distance and configuration on leadership in PDTs. Findings show significant differences in leadership dynamics (i.e., leader emergence vs. leader retention) which impacted team performance. From these results, we develop propositions on leadership and PDTs.

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“…A distributed group may conduct most of their activities online but come together on occasion for FTF interaction; such meetings can be critical to establishing or re-establishing common ground. Furthermore, distance is increased not only by physical factors (time and space) but also by socio-cultural factors (organizational or national culture, shared professional practices; Chatman, Polzer, Barsade, & Neale, 1998;Plotnick, Ocker, Hiltz, & Rosson, 2008). If members are not already part of a CoP, physical separation will inhibit the development of shared practices, because a dispersed community has less opportunity for situated observation and learning.…”

Section: Positioning the Cases In A Design Spacementioning

confidence: 97%