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How to get real results from virtual teams Recognize that people, tasks and technology are different but equal

How to get real results from virtual teams Recognize that people, tasks and technology are... Purpose – This paper aims to examines why a high percentage of virtual teams fails to deliver, and considers how the problems can be overcome. Design/methodology/approach – Differentiates between virtual teams and co‐located teams, and presents ways of leading each, while stressing that both types of team require a clear, well‐founded and compelling purpose. Findings – Advances the view that, when dealing with a co‐located team, the leader can communicate purpose in a way that appeals to the hearts and minds of potential team members. With a potential virtual‐team member, in contrast, the leader must present a strong business case, clear and achievable short‐term goals, agreed principles and a visible link to the skill set of the potential team member. Practical implications – Demonstrates that the human element brings technology to life and defines its use and its impact on the world. Originality/value – Warns against developing the view that technology is a replacement for human interaction. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

How to get real results from virtual teams Recognize that people, tasks and technology are different but equal

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0967-0734
DOI
10.1108/09670730810878493
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to examines why a high percentage of virtual teams fails to deliver, and considers how the problems can be overcome. Design/methodology/approach – Differentiates between virtual teams and co‐located teams, and presents ways of leading each, while stressing that both types of team require a clear, well‐founded and compelling purpose. Findings – Advances the view that, when dealing with a co‐located team, the leader can communicate purpose in a way that appeals to the hearts and minds of potential team members. With a potential virtual‐team member, in contrast, the leader must present a strong business case, clear and achievable short‐term goals, agreed principles and a visible link to the skill set of the potential team member. Practical implications – Demonstrates that the human element brings technology to life and defines its use and its impact on the world. Originality/value – Warns against developing the view that technology is a replacement for human interaction.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Jun 6, 2008

Keywords: Virtual work; Team working; Communication technologies; Leadership; Organizational culture

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