The gender impact of temporary virtual work groups

Lind, Mary R.

doi:10.1109/47.807966

Cited by 85 publications

(49 citation statements)

References 25 publications

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“…Research has also shown that females enjoy participating in virtual teams more than males (Berdahl & Craig, 1996;Lind, 1999;Savicki, Kelley, & Lingenfelter, 1996). Perhaps this is because it is more difficult for males to establish dominance through electronic communications.…”

Section: Literature Reviewmentioning

confidence: 99%

Gender-Based Communication Styles, Trust, and Satisfaction in Virtual Teams

Furumo¹

2007

JIITO

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Previous studies have identified the difficulty of communicating in virtual teams. The lack of media richness, or opportunity for using non-verbal cues, leads to misunderstood communications and may limit the development of trust. Studies have also shown that males and females are socialized to communicate differently. Males use communication in teams to establish dominance and position while females use it to establish relationships and gain trust. In this study, we analyzed whether the gender of individual team members or the gender composition of the team impacted trust and satisfaction in short-duration virtual teams. Expectedly, females reported higher trust than males. However, team gender composition did not impact trust or satisfaction. The findings also indicate that males had less ability to dominate team interaction and that asynchronous computer mediated communication could equalize interactions among male and female team members.

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Section: Literature Reviewmentioning

confidence: 99%

Gender-Based Communication Styles, Trust, and Satisfaction in Virtual Teams

Furumo¹

2007

JIITO

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“…In these situations distributed expertise are combined form ad hoc teams. Ad hoc virtual teams play crucial role in knowledge works (Lind, 1999), emergency response situations, and in providing temporary support on technical problems. However, developing trust, cohesion and building relationships are difficult in short duration virtual work (Dube and Pare, 2002).…”

Section: Introductionmentioning

confidence: 99%

Group Atmosphere, Shared Understanding, and Team Conflict in Short Duration Virtual Teams

Paul¹,

Fang²,

Dennis³

2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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“…Our unit of analysis is "group" as opposed to "individual", and "multi-level" as opposed to "single". Many previous studies [4,7,14,19,28,38,46] have examined the impact of a single factor (race, nationality, gender, race, etc.) on groups.…”

Section: Group Diversity Scorementioning

confidence: 99%

Diversity in Distributed Decision Making: An Exploratory Study

Aggarwal

2010

2010 43rd Hawaii International Conference on System Sciences

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Diversity is defined as the differences among factors like ethnicity, gender, culture, sexuality and anything that makes two entities different from each other. Diversity creates a heterogeneous environment and is becoming an inherent part of all groups, especially virtual groups that consist of geographically distributed members.This paper studies diversity in the context of virtual groups that work together in an online environment and its effect on group performance. Instead of re-inventing the wheel, we can learn from groups used in on-line courses and extend those experiences to geographically distributed groups. The members of a typical e-learning group are different in race, gender, countries and backgrounds mimicking diversity that is often related to geographically distributed teams. A longitudinal experiment involving online classes was conducted and the results are reported. Our research revealed that diverse groups are not good for ad-hoc tasks but maybe good for on-going tasks. Future research areas are also discussed.

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The gender impact of temporary virtual work groups

Cited by 85 publications

References 25 publications

Gender-Based Communication Styles, Trust, and Satisfaction in Virtual Teams

Gender-Based Communication Styles, Trust, and Satisfaction in Virtual Teams

Group Atmosphere, Shared Understanding, and Team Conflict in Short Duration Virtual Teams

Diversity in Distributed Decision Making: An Exploratory Study

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