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Virtual teams: team control structure, work processes, and team effectiveness

Virtual teams: team control structure, work processes, and team effectiveness Seeks to determine the impact managerial controls have on the effectiveness of virtual teams. Using an experimental design compares self‐directed virtual teams to counterparts where behavior controls are used as a method of managerial control. The data were collected using 51 student teams of three or four members each from three different countries. The results indicate that the most satisfied team members were in virtual teams with effective coordination and communication. Members of self‐directed virtual teams report higher individual satisfaction with the team and project, while different control structures had no significant impact on virtual team performance. Future research should investigate how these findings generalize to organizational workers, rather than just looking at students. This paper is just a first step investigating one type of managerial control: behavior controls. The small amount of research that has been published on virtual teams has primarily concentrated on self‐directed teams. This paper compares results of team effectiveness by looking at both self‐directed virtual teams and virtual teams with behavioral controls enforced. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Information Technology & People Emerald Publishing

Virtual teams: team control structure, work processes, and team effectiveness

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0959-3845
DOI
10.1108/09593840410570258
Publisher site
See Article on Publisher Site

Abstract

Seeks to determine the impact managerial controls have on the effectiveness of virtual teams. Using an experimental design compares self‐directed virtual teams to counterparts where behavior controls are used as a method of managerial control. The data were collected using 51 student teams of three or four members each from three different countries. The results indicate that the most satisfied team members were in virtual teams with effective coordination and communication. Members of self‐directed virtual teams report higher individual satisfaction with the team and project, while different control structures had no significant impact on virtual team performance. Future research should investigate how these findings generalize to organizational workers, rather than just looking at students. This paper is just a first step investigating one type of managerial control: behavior controls. The small amount of research that has been published on virtual teams has primarily concentrated on self‐directed teams. This paper compares results of team effectiveness by looking at both self‐directed virtual teams and virtual teams with behavioral controls enforced.

Journal

Information Technology & PeopleEmerald Publishing

Published: Dec 1, 2004

Keywords: Team working; Communication technologies; Control structures; Communication; Autonomous work groups; Employee behaviour

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