Browsing by Subject "virtual teams"
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Item Technology adaptation and boundary management in bona fide virtual groups.(Texas A&M University, 2006-04-12) Zhang, HuiyanIn this research project composed of multiple case studies, I focused on how bona fide virtual groups appropriated multiple media to facilitate group boundary construction and boundary management, which are preconditions of group identity formation. Specific topics explored in the study included how virtual groups socially constructed their group boundaries through recurring patterns of media use as well as other communication practices, how the group boundaries were preserved and blurred in both internal and external communication, and how bona fide groups managed dialectal tensions in interacting with external groups. To explore those research questions, I conducted four in-depth case studies of real life groups operating in natural contexts. Multiple qualitative methods of data collection were employed in the study and a modified grounded theory method was used in analyzing the collected data. As a result, the study found that the groups studied constructed group boundaries through communication practices such as making sense of common goals, negotiation of task jurisdiction with other interlocking groups, distinguishing patterns of ingroup interaction from those of outgroup interactions, and through developing group specific patterns and norms of media combination and media use. Group boundaries were preserved when the influence of outgroup members were constrained through media use, such as excluding them from team conference calls, filtering messages from external groups or members, and using boundary spanners to interact with external members. Group boundaries were blurred when intergroup communication impacted internal dynamics and when norms and practices were transferred from other contexts into a given group context. The study suggested that technology adaptation and boundary management occurred simultaneously. In addition, the groups experienced dialectical tensions in face of the permeability of group boundaries and developed communication tactics to deal with those tensions. Theoretical implications of the study were also discussed.Item Understanding the Team Dynamics of an Executive Virtual Team(2011-10-21) Riley, Ramona LeonardOrganizations of all types are now able to operate in virtual capacities through time, space, and distance across multinational boundaries; therefore, geography no longer limits business functioning. In fact, many corporate executives and boards employ virtuality in their work regimen. Therefore, organizations employ virtual executives to work teams with ideal skill sets to effectively persevere and complete tasks through distance, space, and time. The purpose of this study was to identify and yet understand the experiences of executive multinational, virtual board members working as a team in a virtual environment. Through this research the virtual dynamics of the virtual team have been studied, prodded, purposely mismatched, and weaved together to understand the culture of the virtual environment in which the team members interact and perform duties. With this particular board, there has been a history of previous work experience or exposure in some capacity; however, it has no great impact on their interaction and work with the entire board. In this study, an exploratory look at the experiences, perceived team dynamics, and strategies used to successfully function as a virtual team are highlighted from a qualitative perspective. The purpose is to describe the individual perspectives of how a multinational executive virtual team best works. The findings of this study reveal that there are many ways to communicate utilizing technology, but the objective for this virtual team is to be multidimensional in use. That means that honest communication is necessary for the board to perform at their optimal level. Therefore, the theoretical framework is based on team performance as a teamwork process-based construct which depends on communication, relationship, and trust to add success for virtual teams The framework results in three step process for team flow and success i.e., the importance of face-to-face meetings; advantages of virtual teaming; and challenges of virtual teaming to result in virtual team performance dependent on the team having communication, relationship, and trust present.