What the differences in conflict between online and face-to-face work groups mean for hybrid groups: A state-of-the-art review

Kahlow, Jessica A.; Klecka, Hanna; Ruppel, Erin K.

doi:10.12840/issn.2255-4165.023

Cited by 11 publications

(7 citation statements)

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“…Empirical results from the study of Kahlow et al (2020) also supported that virtual teams in CMC settings can have solid norms and leadership behaviours, indirectly facilitating trust, cohesion and decision making. The present study fills in the research gap by centring on the CMC settings with the adoption of hyperpersonal communication theory to provide an alternative explanation of the relationship between mutual assistance and perceived team cohesiveness.…”

Section: Discussionmentioning

confidence: 76%

“…Specific to the virtual team and CMC context, the study of Yang and Lin ( 2022 ) drew on the social penetration theory and found that virtual team cohesion can be acquired in CMC settings in addition to face-to-face interaction, from the perspective of reciprocal information disclosure behaviour about work-related knowledge and opinions to workplace improvements. Empirical results from the study of Kahlow et al ( 2020 ) also supported that virtual teams in CMC settings can have solid norms and leadership behaviours, indirectly facilitating trust, cohesion and decision making. The present study fills in the research gap by centring on the CMC settings with the adoption of hyperpersonal communication theory to provide an alternative explanation of the relationship between mutual assistance and perceived team cohesiveness.…”

Section: Discussionmentioning

confidence: 91%

“…The present study also responded to the call from the studies with the growing interest and attention placed on the psychological mechanism of how perceived team cohesiveness and effectiveness are established (Salas et al, 2015 ). I reconcile the inconsistent relationships between mutual assistance and perceived team cohesiveness, and perceived team effectiveness (Kahlow et al, 2020 ; Kozlowski & Ilgen, 2006 ; Morrison-Smith & Ruiz, 2020 ; Mysirlaki & Paraskeva, 2019 ), by providing a context-specific boundary condition and alternative explanation. Additionally, the findings suggest that the prediction effect of team cohesion on team effectiveness cannot be assumed to be ever-present (e.g.…”

Section: Discussionmentioning

confidence: 93%

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Strengthening perceptions of virtual team cohesiveness and effectiveness in new normal: A hyperpersonal communication theory perspective

Cai

2023

Asian Bus Manage

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In the post-pandemic era, many team management challenges arise in multinational organisations along with the pervasion of virtual teamwork collaboration, such as workplace isolation (an unsatisfied need for belongingness). However, little is known about the psychological mechanisms required for solving this context-specific challenge by strengthening virtual team cohesiveness and effectiveness. Accordingly, this study adopts the hyperpersonal communication theory derived from Walther’s hyperpersonal model of computer-mediated communication (CMC) to provide an alternative theoretical explanation to understand better how individuals perceive their team cohesiveness and effectiveness in the specific CMC setting. Supported by 549 valid responses, I illuminate how mutual assistance as a typical interaction among CMC team members cultivates benevolent norms and facilitates members’ perceptions of team cohesiveness and effectiveness. More importantly, this study opens the door for future research on management interventions that can help enhance team cohesiveness and effectiveness at the individual perception level. Supplementary Information The online version contains supplementary material available at 10.1057/s41291-023-00225-6.

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Section: Discussionmentioning

confidence: 76%

Section: Discussionmentioning

confidence: 91%

Section: Discussionmentioning

confidence: 93%

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Strengthening perceptions of virtual team cohesiveness and effectiveness in new normal: A hyperpersonal communication theory perspective

Cai

2023

Asian Bus Manage

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“…While this study focused on individuals, many individuals work in groups (Kahlow et al , 2020; Choi and Cho, 2019). These employees have shifted to virtual working within online groups during COVID (Blanchard, 2021).…”

Section: Limitations and Future Researchmentioning

confidence: 99%

The co-evolution of remote work and expectations in a COVID-19 world utilizing an expectation disconfirmation theory lens

Carraher-Wolverton

2022

JSIT

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Purpose As researchers are being called to examine the evolving technology research issues for COVID-19 and other pandemics, remote work has been accelerated and represents the future of work. Although it is known that one of the top forces shaping the future of work is changing employee expectations, the knowledge of remote work during a pandemic remains scant. Thus, this paper aims to determine the impact of remote worker’s expectations on their level of satisfaction and intention to continue to work remotely. Design/methodology/approach Using one of the prominent theories on expectations, Expectation Disconfirmation Theory (EDT), the authors conduct an online survey of 146 individuals who are currently working remotely. Findings By applying EDT, the findings demonstrate that an individual’s expectations regarding remote work impact their level of satisfaction with remote work and intention to continue to work remotely. Incorporating extant research, the findings extend the research stream to indicate that employees’ expectations about remote work significantly impact both their level of satisfaction and level of productivity. Originality/value The discussion elucidates the significance of understanding employee expectations regarding remote work in the evolving new normal. The findings from the study demonstrate the importance of an individual’s expectations regarding remote work on their level of satisfaction with remote work and intention to continue to work remotely. Thus, this study fills a gap in the literature by applying EDT to the remote work context.

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“…In hybrid meetings, physically present team members tend to more strongly identify with other physically present team members compared to those team members who are attending virtually, a phenomenon which poses a particular challenge for managers with a collective meeting mindset (Fiol & O’Connor, 2005). To create a sense of “we,” a manager will likely attempt to use their social influence to persuade members to use means of communication that allow all team members to participate and connect equally, which entails that both physically present and virtually attending employees can share their ideas, knowledge, and emotions using technology (Kahlow et al, 2020).…”

Section: Theoretical Implications and Future Research Directionsmentioning

confidence: 99%

A Conceptual Framework of How Meeting Mindsets Shape and Are Shaped by Leader–Follower Interactions in Meetings

Gerpott

Kerschreiter

2021

Organizational Psychology Review

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In this conceptual paper, we define a person's meeting mindset as the individual belief that meetings represent opportunities to realize goals falling into one of three categories: personal, relational, and collective. We propose that in alignment with their respective meeting mindsets, managers use specific leadership claiming behaviors in team meetings and express these behaviors in alignment with the meeting setting (virtual or face-to-face) and their prior experiences with their employees. Employees’ responses, however, are also influenced by their meeting mindsets, the meeting setting, and prior experiences with their managers. The interplay between managers’ leadership claiming behavior and their employees’ responses shapes leader–follower relations. Embedded in the team context, the emerging leader–follower relations impact the meaning of meetings. We outline match/mismatch combinations of manager–employee meeting mindsets and discuss the influence that a manager and employee can have on each other's meeting mindset through their behavior in a meeting. Plain Language Summary Have you ever had the experience of entering a team meeting and quickly realizing that your idea of how the meeting conversation should be approached did not align with your boss's understanding of the meeting purpose? This is indeed a common experience in meetings between managers and their employees. While we understand much about the communication dynamics that occur in meetings, we know less about what motivates people to communicate in certain ways in meetings. In this conceptual paper, we classify people's understanding of meetings as being driven by one of three purposes: [1] to strategically position and promote themselves (which reflects a personal meeting mindset), [2] to shape collaborations and to ensure reciprocation (which reflects a relational meeting mindset), or [3] to strengthen the team identity and increase the willingness to go the extra mile for the team (which reflects a collective meeting mindset). Meeting mindsets shape how people enact their leader or follower role in meetings—that is, how a manager exhibits leadership and how employees react. However, managers’ and employees’ meeting mindsets may not necessarily match, which can trigger tensions and may ultimately change the way in which managers or employees define the meaning of meetings. Our research helps managers to comprehend the reasoning behind their own and other people's meeting behavior and may promote reflection on one's leadership approach, particularly in a team meeting context. It can also help employees to grasp the power they can have in terms of actively shaping their managers’ meeting mindsets.

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What the differences in conflict between online and face-to-face work groups mean for hybrid groups: A state-of-the-art review

Cited by 11 publications

References 0 publications

Strengthening perceptions of virtual team cohesiveness and effectiveness in new normal: A hyperpersonal communication theory perspective

Strengthening perceptions of virtual team cohesiveness and effectiveness in new normal: A hyperpersonal communication theory perspective

The co-evolution of remote work and expectations in a COVID-19 world utilizing an expectation disconfirmation theory lens

A Conceptual Framework of How Meeting Mindsets Shape and Are Shaped by Leader–Follower Interactions in Meetings

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