Structuring Successful Global Virtual Teams

Miloslavic, Stephanie A.; Wildman, Jessica L.; Thayer, Amanda L.

doi:10.1007/978-1-4939-2050-1_4

Cited by 8 publications

(3 citation statements)

References 58 publications

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“…The third possible response, cultural integration, is required when an entirely new set of norms needs to be created by the group, or for the group. Previous research suggests that cultural integration is a particularly appropriate response for cross-cultural teams, and possibly the best approach for Global Virtual Teams (GVT; Dekker et al, 2008; Earley and Mosakowski, 2000; Glikson and Erez, 2020) and interdependent teams (Miloslavic et al, 2015; Polzer et al, 2002; Swaab et al, 2014; Wildman and Bedwell., 2013). In fact, Earley and Mosakowski (2000) found that, over time, transnational teams functioned best when they established a hybrid team culture that created space for their own norms for interactions, communications, and goal setting, which helped develop a common identity and manage conflicts effectively.…”

Section: Redefining Task Performance In a Cross-cultural Contextmentioning

confidence: 99%

Assessing cross-cultural performance: beyond just “being there”, revisited

Caligiuri

Sbaa

Milosevic

et al. 2022

Int'l Jnl of Cross Cultural Management

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As a review of the literature, this paper highlights how three dimensions - task performance, skill development, and cross-cultural adjustment, have been used to understand cross-cultural performance. With respect to task performance, two criteria should be measured for all those working cross-culturally, including remote or virtual cross-cultural work: (1) how accurately employees read the unique contextual demands of a cross-cultural context and (2) how effectively they respond given the contextual and strategic demands of the task. Focusing on development of cross-cultural competencies as a performance goal we highlight the dimensions most important for assessment, focusing on self- and relationship management competencies. Regarding cross-cultural adjustment, we offer a more precise and nuanced approach which accounts for the person-environment fit in the context of working in cultural novelty.

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Section: Redefining Task Performance In a Cross-cultural Contextmentioning

confidence: 99%

Assessing cross-cultural performance: beyond just “being there”, revisited

Caligiuri

Sbaa

Milosevic

et al. 2022

Int'l Jnl of Cross Cultural Management

View full text Add to dashboard Cite

show abstract

“…Accordingly, we expect that management team task interdependence will strengthen the positive effect of management team cohesion on business unit performance. First, an interdependent task environment requires team members to rely on information, materials, and support from other members to accomplish their team tasks (Guzzo & Shea, 1992;Miloslavic, Wildman, & Thayer, 2015), which implies the need for intensive interactions and effective information exchanges within the team. Hence, it is conceivable that a team motivational state that facilitates member communications should be particularly beneficial for teams with high task interdependence, because such team motivational state is able to provide what is required by the task environment (Hollenbeck et al, 2002).…”

Section: The Moderating Effect Of Task Interdependence On the Relatiomentioning

confidence: 99%

A multiplex view of leadership structure in management teams

Song

Fang

Wang

et al. 2020

Personnel Psychology

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In the hope of complementing the structural perspective in upper echelon research and advancing a fine-grained understanding of dyadic leadership influence in management teams, the current study combines two types of intrateam structures-leadership network and friendship network-to create a multidimensional conceptualization of leadership structure in management teams. Specifically, we propose that management teams with a denser singular leadership network (i.e., a network consisting of many leadership ties that are not coupled with friendship ties) should have lower management team cohesion, which subsequently renders worse business unit performance. To contrast, management teams with a denser multiplex network (i.e., a network consisting of many leadership ties that are coupled with friendship ties) should have higher management team cohesion, which subsequently renders better business unit performance. Guided by structural contingency perspective, we further propose that management team task interdependence will strengthen team cohesion's positive impact on business unit performance. To test the hypothesized model, we collected team-level social network data and multiple-wave survey data from 697 managers nested in 148 hotels (i.e., 148 management teams) owned by a large hospitality company. We also obtained objective performance data for each hotel (i.e., occupancy percentage rate and revenue per available room per day) as the criterion measure. The data supported our hypotheses. The theoretical and practical implications of our findings are discussed.

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“…Teams can be formed based on three basic designs: teams which are fully collocated, virtual teams which are fully distributed and teams out of the former and latter groups that fall within the category of hybrid teams (Griffith et al, 2003;Miloslavic et al, 2015). Hybrid teams are:…”

Section: Virtuality (Input)mentioning

confidence: 99%

A qualitative investigation of perceived impacts of virtuality on effectiveness of hybrid construction project teams

Hosseini

Bosch‐Sijtsema

Arashpour

et al. 2018

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Purpose The “virtuality” of a team collaborative interaction is the extent to which it is accomplished in the same place, in fully distributed virtual teams, or in a hybrid combination of the two. However, existence, strength and process of potential association between virtuality and effectiveness in construction project teams have remained elusive. This paper aims to address this gap in the literature. Design/methodology/approach In this study, a conceptual model demonstrating the association between virtuality and effectiveness of teams was developed through integrating the input-process-output (IPO) model and the “Big Five” theory. This conceptual model was contextualised for the construction industry drawing upon conducting 17 semi-structured interviews with hybrid team experts. Findings The findings provide the first model mapping the associations between virtuality and dimensions of team effectiveness for the construction context. Practical implications The discovered patterns of associations between virtuality and dimensions of effectiveness for hybrid construction project teams (HCPTs) will assist managers in designing and running more effective teams. In addition, the findings help construction practitioners better understand how virtuality influence the performance and satisfaction of team members in HCPTs. The present study concludes with outlining a set of recommendations based on the findings of the study. Originality/value As the first study in its kind, the present study offers a new insight into the concept and impacts of virtuality for construction teams and provides instructions and guidelines for designing and maintaining the effectiveness of such teams on construction projects.

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Structuring Successful Global Virtual Teams

Cited by 8 publications

References 58 publications

Assessing cross-cultural performance: beyond just “being there”, revisited

Assessing cross-cultural performance: beyond just “being there”, revisited

A multiplex view of leadership structure in management teams

A qualitative investigation of perceived impacts of virtuality on effectiveness of hybrid construction project teams

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