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Fostering work engagement in geographically-dispersed and asynchronous virtual teams

Fostering work engagement in geographically-dispersed and asynchronous virtual teams The purpose of this paper is to explore the factors that enable work engagement to develop when asynchronous communication is used in virtual team (VT) projects.Design/methodology/approachUsing a qualitative approach, a longitudinal study of an eight-month long VT project was carried out. Data collected included an extensive e-mail archive, project documentation, observation of team meetings and interviews with project members and leaders.FindingsThe findings show that VT leaders can actively promote work engagement through the effective use of resources along with appropriate practices that foster its development. They can also sustain and nourish work engagement throughout the different phases of the VT lifecycle project.Research limitations/implicationsThe study has examined work engagement in asynchronous mediated settings. Future work should involve studying the effect of synchronous communications on work engagement within VTs.Practical implicationsOrganizations that are interested in promoting effective virtual work practices need to train VT managers on how to keep VT members engaged throughout the various phases of the VT project.Social implicationsIt is posited that developing work engagement is not a one-off practice, but instead, requires ongoing effort that should be evident and supported across the different phases of the VT lifecycle.Originality/valueThis paper forwards an important debate on work engagement in alternative, non-permanent, work settings. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Information Technology and People Emerald Publishing

Fostering work engagement in geographically-dispersed and asynchronous virtual teams

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References (53)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0959-3845
DOI
10.1108/itp-04-2017-0133
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to explore the factors that enable work engagement to develop when asynchronous communication is used in virtual team (VT) projects.Design/methodology/approachUsing a qualitative approach, a longitudinal study of an eight-month long VT project was carried out. Data collected included an extensive e-mail archive, project documentation, observation of team meetings and interviews with project members and leaders.FindingsThe findings show that VT leaders can actively promote work engagement through the effective use of resources along with appropriate practices that foster its development. They can also sustain and nourish work engagement throughout the different phases of the VT lifecycle project.Research limitations/implicationsThe study has examined work engagement in asynchronous mediated settings. Future work should involve studying the effect of synchronous communications on work engagement within VTs.Practical implicationsOrganizations that are interested in promoting effective virtual work practices need to train VT managers on how to keep VT members engaged throughout the various phases of the VT project.Social implicationsIt is posited that developing work engagement is not a one-off practice, but instead, requires ongoing effort that should be evident and supported across the different phases of the VT lifecycle.Originality/valueThis paper forwards an important debate on work engagement in alternative, non-permanent, work settings.

Journal

Information Technology and PeopleEmerald Publishing

Published: Jan 30, 2019

Keywords: Virtual teams; Leadership; Case study; Longitudinal data

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