Virtual Teams, Organizations, and Networks
Permanent URI for this collection
1 - 5 of 5
ItemUsing Social Relations Analysis to Examine the Impact of Role Change on Interpersonal Perceptions in Virtual Teams( 2019-01-08)Virtual teams are susceptible to disruptions such as role changes. Due to inconsistent conclusions in the current literature, it is difficult to predict how role disruptions might affect interpersonal perceptions in those environments. We recommend using a social relations analysis to uncover interpersonal processes within virtual teams that might be hidden in the complex multilevel structure of teams. We demonstrate this technique using data from a study involving 40 virtual teams configured in a laboratory; half of the teams experienced a change in leader role during the collaboration. The analysis revealed significant perceiver (individual differences in rating tendencies) and relationship variance (differentiation among team members) in evaluations of team members. Teams experiencing role change showed more differentiation of partners in evaluations and accuracy in guessing how team members evaluated them, compared to teams without role changes. Implications for future research on interpersonal processes in virtual teams are discussed.
ItemCoordination in OSS 2.0: ANT Approach( 2019-01-08)Open source software projects are increasingly driven by a combination of independent and professional developers, the former volunteers and the later hired by a company to contribute to the project to support commercial product development. This mix of developers has been referred to as OSS 2.0. However, we do not fully understand the multi-layered coordination spanning individuals, teams, and organizations. Using Actor-Network Theory (ANT), we describe how coordination and power dynamics unfold among developers and how different tools and artifacts both display activities and mediate coordination efforts. Internal communication within an organization was reported to cause broken links in the community, duplication of work, and political tensions. ANT shows how tools and code can exercise agency and alter a software development process as an equivalently active actor of the scene. We discuss the theoretical and practical implications of the changing nature of open source software development.
ItemCoordination in Distributed, Self-managing Work Teams: The Roles of Initiated and Received Task Interdependence( 2019-01-08)While coordination is assumed to contribute to distributed self-managing work team performance, our knowledge about the factors influencing coordination in such team settings is limited. In the present study, we investigate the moderating roles of initiated and received task interdependence on the relationship between self-management and coordination perceptions in distributed teams that rely on electronic communication tools to interact. A field survey study of 110 employees in 40 distributed teams demonstrated that when there are high levels of initiated task interdependence and low levels of received task interdependence, team self-management is associated with stronger perceived coordination in distributed teams. Based on these results, we discuss theoretical and practical implications for distributed self-managing teams.
ItemInternational Virtual Research Organization Network Evolution( 2019-01-08)International Virtual Research Organizations (IVROs) are organizations established to foster collaboration between international groups using cyberinfrastructure, which provides mechanisms for organizing, planning, and executing scientific research. This study traces the evolution of the organizational network of a large multi-disciplinary IVRO over the course of nine years. Results show significant deviations in participation during certain years that may indicate organizational turbulence
ItemVirtual Teams, Organizations, and Networks( 2019-01-08)