Virtual teams - understanding their dynamics and leveraging their performance

  • Distance in work teams has become a cornerstone of today’s business world as well as a fundamental research area. It has also become a prevalent team design factor that enables managers to combine the knowledge and skills of far-flung employees together in one team and, thus, to leverage their performance. However, it is not yet clear whether and how distance affects intra-team dynamics and performance. This dissertation addresses this fundamental research gap and explores the consequences of distance in teams and how virtual teams can overcome the bur-dens of virtual collaboration. More precisely, there are three burning issues addressed with regard to dispersed team dynamics: the perception of distance versus proximity, virtual teamwork processes, and the impact of the team context. In practice, it has been shown that the inadequate management of these issues plays a crucial role when virtual teams fall behind managers’ expectations. However, practitioners to date have only limited knowledge how to handle these factors of virtual team performance effectively, due to the severe research gaps associated with these issues. Accordingly, this study’s approach to explaining virtual team performance is built on these three focused elements of virtual collaboration. Adopting this research focus, the empirical part of this work is structured into four research papers that empirically investigate whether and how perceived distance, team processes, and the team context may become critical for virtual team performance and the extent to which practitioners can build on these three success factors to optimize distributed work. The empirical analyses to these questions are based on a sample consisting of 161 software development teams with varying degrees of geographic dispersion. The results presented in this dissertation clearly show that team processes, the perception of distance, and the team context matter for virtual team effectiveness. The research results of this study revealed team processes to be the key drivers of virtual team performance. In fact, virtual teams with high-level collaborative team processes are able to outperform their co-located counterparts, even those with the same quality of team processes. Teams with poor team processes, in contrast, suffer heavily from dispersion and underperform co-located teams with the same (low) levels of these processes. Thus, the effect of dispersion is not necessarily detrimental to team performance but rather depends on the quality of task-related team processes. The analyses further show that it seems not (only) to be the actual degree of geographic dispersion that affects virtual team dynamics but rather the perceived level of distance between the members of a team. By exploring its antecedents, distance perceptions turned out to be mental states that emanate from complex and more socially-based constructions of the reality and are significantly affected by team members’ national heterogeneity. This finding illustrates the need to include the social aspects of dispersion in future research on dispersed team functioning. For executives, this finding offers new opportunities how to reap the benefits of virtual collaboration without efforts of bringing team members together face-to-face. A third antecedent of virtual team dynamics turned out to be the organizational context. The organizational context has been shown to affect virtual team performance more indirectly by changing the conditions in which team members collaborate. In this dissertation, two paths have been identified of how the organizational context impacts virtual team functioning. First, organ-izational context variables such as the degree of formalization facilitate the perception of proximity even for team members being geographically strongly dispersed. Second, the organizational context can facilitate virtual team performance by creating an environment for superior dispersed collaboration quality. These context-related findings show that the larger organizational environment can help distributed teams to cope with the liabilities of distance more effectively. In particular, there are distinct and manageable attributes of the organizational context that can be addressed to help team members developing perceptions of interpersonal closeness as well as to perform high-level dispersed teamwork. The results of this dissertation offer both considerable contributions to the extant literature on virtual team dynamics and guidance for the formulation of best-practices in virtual team management. In the end, all presented theoretical models and corresponding research results help to learn more about virtual teams – especially about their dynamics and the antecedents of their performance.

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Metadaten
Author:Frank Siebdrat
URN:urn:nbn:de:hbz:992-opus4-561
Subtitle (English):an empirical study of software development teams
Place of publication:Vallendar
Referee:Martin Högl, Holger Ernst
Document Type:Doctoral Thesis
Language:English
Date of Publication (online):2016/05/28
Publishing Institution:WHU - Otto Beisheim School of Management
Granting Institution:WHU - Otto Beisheim School of Management
Date of final exam:2009/04/03
Release Date:2016/05/28
Tag:Computer supported cooperative work; Projektmanagement; Teamwork; Verteiltes System; Virtuelles Team
Page Number:227
Institutes:WHU Management Group / Institute for Leadership and Organization
Licence (German):Copyright this PhD thesis