The communication characteristics of virtual teams: a case study

Suchan, Jim; Hayzak, G.

doi:10.1109/47.946463

Cited by 171 publications

(98 citation statements)

References 6 publications

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“…There is a strong belief that this would improve communication and cohesion amongst team members, and promote shared language and mental models across teams, leading to the development of trust and culture of knowledge sharing, which concurs with recent literature [24,25].…”

Section: Resultssupporting

confidence: 84%

“…In terms of team setting, while gathered data suggests that the process involved in setting up a teamwork solution is complex and time-consuming, the team-building exercise is overall perceived as essential in order to establish a clear team structure and shared norms, as confirmed in related literature [25,30]. Early face-to-face meetings during the team's launch phase tend to improve the team's project definition [31], to foster socialization, trust, and respect among team members [25,32], and to enhance the effectiveness of subsequent electronic communications [33].…”

Section: Resultsmentioning

confidence: 73%

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Knowledge Value Creation Characteristics of Virtual Teams: A Case Study in the Construction Sector

Vorakulpipat

Rezgui

2009

Leveraging Knowledge for Innovation in Collaborative Networks

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Abstract. Any knowledge environment aimed at virtual teams should promote identification, access, capture and retrieval of relevant knowledge anytime / anywhere, while nurturing the social activities that underpin the knowledge sharing and creation process. In fact, socio-cultural issues play a critical role in the successful implementation of Knowledge Management (KM), and constitute a milestone towards value creation. The findings indicate that Knowledge Management Systems (KMS) promote value creation when they embed and nurture the social conditions that bind and bond team members together. Furthermore, technology assets, human networks, social capital, intellectual capital, and change management are identified as essential ingredients that have the potential to ensure effective knowledge value creation.

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Section: Resultssupporting

confidence: 84%

Section: Resultsmentioning

confidence: 73%

Knowledge Value Creation Characteristics of Virtual Teams: A Case Study in the Construction Sector

Vorakulpipat

Rezgui

2009

Leveraging Knowledge for Innovation in Collaborative Networks

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“…This finding corroborates what was prescribed by Herbsleb, Paulish and Bass (2005). In line with Suchan and Hayzak (2001), the study also suggests that the use of one common language while communicating should also be employed as a means to provide a shared understanding of the context and to minimise communication issues due to information loss.…”

Section: Theoretical Contributionsmentioning

confidence: 87%

Communication and Culture in Global Software Development: The Case of Mauritius and South Africa

Tanner

2009

JIITO

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Global Software Development (GSD) is a growing sector in Mauritius and South Africa. With an increasing number of information technology (IT) investors, both countries are being recognised as IT hubs in the Southern African region; hence the need for further research on GSD in those two countries. Furthermore, due to a highly diverse cultural setting prevailing in Mauritius and South Africa, common GSD practices derived from other studies might not be fully successful when applied in these contexts. It is thus useful to explore how alternative GSD practices have been put in place to handle these cultural disparities and the resulting communication requirements. The study has been undertaken in an attempt to enlighten investors on the communication and cultural practices that could be followed while partaking in GSD in Mauritius and South Africa.

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“…Both shared understanding and learning climate can enhance the "learning intent" (Simonin, 2004;Hamel, 1991) of the members to participate in the knowledge transfer process. It is through the establishment of shared norms (Sarker etal, 2001;Suchan and Hayzak, 2001) and common goals (Kaiser et al, 2000) that the team members would join hands together to realise the differences of working habits of other cultures (Martin and Hammer, 1989) and participate in the development of shared knowledge repertoire (Wenger, 1998) and practices (Brown and Duguid, 1991). This helps facilitate the mutual engagement process and reduce the subsequent mutual adjustment problems (Hornett, 2004) in the virtual team setting where the members barely meet and know each other.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

Knowledge-Sharing in Cross-Functional Virtual Teams

Hong¹,

Vai²

2008

Journal of General Management

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The emergence of cross-functional virtual teams has presented both benefits and challenges to organisations. However, the unique characteristics of virtual teams make the sharing of knowledge among the geographically separated members difficult. This paper attempts to address this issue by looking at how the process of knowledge transfer takes place in a crossfunctional virtual team. A case study is conducted to interview various cross-functional virtual team members in one local subsidiary of a multinational telecommunication corporation as well as two of its hardware vendors. The findings indicate that four knowledge-sharing mechanisms are being employed, including shared understanding, learning climate, job rotation and coaching. Among them, shared understanding and learning climate are thought to be able to solve the challenge related to the unwillingness among the virtual team members to participate in the knowledge-sharing process, whereas coaching and job rotation are argued to be the solutions for the lack of collective competence required for performing the co-operative works. Some practical implications are also suggested for the effective management of crossfunctional virtual teams.

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The communication characteristics of virtual teams: a case study

Cited by 171 publications

References 6 publications

Knowledge Value Creation Characteristics of Virtual Teams: A Case Study in the Construction Sector

Knowledge Value Creation Characteristics of Virtual Teams: A Case Study in the Construction Sector

Communication and Culture in Global Software Development: The Case of Mauritius and South Africa

Knowledge-Sharing in Cross-Functional Virtual Teams

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