Managing strategic contradictions in hybrid teams

Cousins, Karlene; Robey, Daniel; Zigurs, Ilze

doi:10.1057/palgrave.ejis.3000692

Cited by 33 publications

(32 citation statements)

References 57 publications

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“…Taken to its logical extreme, increasing face‐to‐face meetings may turn virtual teams into either hybrid or completely co‐located teams, thereby avoiding the challenge of working virtually. However, more use of face‐to‐face meetings may compromise the advantages of virtual teamwork and introduce new problems unique to hybrid teams (Fiol & O'Connor, 2005; Cousins et al. , 2007).…”

Section: Discussionmentioning

confidence: 99%

“…Other researchers have studied the paradoxical nature of alternative work arrangements, including remote workers who ‘telecommute’ (Pliskin, 1998; Pearlson & Saunders, 2001) and hybrid teams, which divide members into co‐located subgroups that rarely meet face‐to‐face (Fiol & O'Connor, 2005; Cousins et al. , 2007).…”

Section: Introductionmentioning

confidence: 99%

“…Previous literature on teams also addresses means for managing paradoxical situations. For example, Cousins et al. (2007) studied strategic contradictions in hybrid teams, showing how paradoxical frames of reference are addressed through different cognitive processes.…”

Section: Introductionmentioning

confidence: 99%

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Surviving the paradoxes of virtual teamwork

Dubé

Robey

2008

Information Systems Journal

Self Cite

104

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Abstract. Despite the potential benefits of virtual teams, current literature suggests that virtual teamwork is rife with complex challenges. We frame some of these challenges as paradoxes inherent in the concept of virtual teamwork. Based on interviews with 42 leaders and members of virtual teams, we identify five paradoxes: (1) virtual teams require physical presence; (2) flexibility of virtual teamwork is aided by structure; (3) interdependent work in virtual teams is accomplished by members' independent contributions; (4) task-oriented virtual teamwork succeeds through social interactions; and (5) mistrust is instrumental to establishing trust among virtual team members. In addition, we identify strategies that respondents used to cope with, or 'survive' the paradoxes of virtual teamwork.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Surviving the paradoxes of virtual teamwork

Dubé

Robey

2008

Information Systems Journal

Self Cite

104

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“…People identify with their own locations before identifying with the team (Metiu, 2006). In addition, physical separation creates social "faultlines" and can result in conflict within teams (Hinds & Bailey, 2003) so that virtual teams may need to negotiate in order to work effectively (Cousins, Robey, & Zigurs, 2007). As such, participation in virtual teams presents challenges for team members in creating and maintaining trust (Elron & Vigoda-Gadot, 2006;Jarvenpaa & Leidner, 1998;Latané, Liu, Nowak, Bonevento, & Zheng, 1995;Smith, 2008) which may be particularly fragile and temporary in this context (Jarvenpaa & Leidner, 1998;Kanawattabachai & Yoo, 2002;Sarker, Ahuja, Sarker, & Kirkeby, 2011).…”

Section: Literature Review: Internationalization and Global Virtual Tmentioning

confidence: 99%

Virtual Teams and International Business Teaching and Learning: The Case of the Global Enterprise Experience (GEE)

Gonzalez-Perez

Vélez-Calle

Cathro

et al. 2014

Journal of Teaching in International Business

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Abstract:The increasing importance of global virtual teams in business is reflected in the classroom by the increased adoption of activities that facilitate real-time cross-cultural interaction. This article documents the experience of students from two Colombian universities who participated in a collaborative international project using virtual teams as part of the international business (IB) curriculum. The data reveals that in spite of challenges associated with time zone differences, technology limitations, and trust issues, the vast majority of students perceived that the use of virtual teams as a teaching tool facilitates cultural understanding and IB-relevant learning. The findings of this research suggest that online experiential exercises can be an effective approach in teaching and in the development of virtual collaboration skills.

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“…However, a recent article by Cousins, Robey and Zigurs (2007) theorized that that many employees do not fall in one extreme or the other. In fact, a significant number of employees will work at an office or facility part of the time and work virtually or remotely the rest of the time.…”

Section: Social Interaction and Physical Distancementioning

confidence: 99%

A Study of the Relationship between Employee Virtuality and Technology Deviance as Mediated by Leadership and Employee Perceptions

Salas¹

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Recent studies found that organizations have been investing significant capital in developing teams and employees in geographic areas where labor and resources are considerably cheaper. Furthermore, organizations are moving core operational activities such as research and development and back-office processes to globally distributed teams.However, several factors that are inherent to these virtual teams can have a negative impact on employee perceptions and engagement; specifically, the physical and temporal differences between employees and their supervisors, the lack of meaningful social interaction intrinsic to working relationships, and cultural biases that can be fostered when close, daily interactions is not there to help bridge the dissimilarity.When strategies are not in place to mitigate these deficiencies, it can cause virtual employees to disengage emotionally and intellectually from the organization, or lead them to feel justified in working against the best interest of the company. In addition, there is a related phenomenon that has aided the transformation of the workplace -namely, the ubiquity of technology. In the context of workplace deviance, established research has documented an increasing trend of employees utilizing company technology as a medium and amplifier when harming the organization. It is important to understand whether technology has facilitated or hindered workplace deviance by virtue of the technology itself (as a means), and as part of the new employee roles created by the evolving technology (i.e, virtual employees). Therefore, it is important to identify how individual attitudes and behaviors can be affected by an employee's degree of virtuality. This study will add to the understanding of how social interaction and physical proximity, leadership and other perception factors contribute to the changes organizations are experiencing as their structure evolves and adapts to compete in the new global environment.

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Managing strategic contradictions in hybrid teams

Cited by 33 publications

References 57 publications

Surviving the paradoxes of virtual teamwork

Surviving the paradoxes of virtual teamwork

Virtual Teams and International Business Teaching and Learning: The Case of the Global Enterprise Experience (GEE)

A Study of the Relationship between Employee Virtuality and Technology Deviance as Mediated by Leadership and Employee Perceptions

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