دانلود رایگان مقاله انگلیسی نمایه ای از تیم های مجازی جهانی با عملکرد بالا - امرالد 2017

Abstract

Purpose – There is a paucity of research into high-performing virtual teams. This study aims to design and test a model of virtual team performance and to produce a profile of high-performing teams. Design/methodology/approach – The main constructs found to have influenced virtual team performance in business were trustworthiness, commitment, communication characteristics, cross-cultural communication style and structure effects. New or revised scales to measure these and a new performance measure, based on five performance criteria, were developed. A research model was designed and tested, and a profile of high-performance teams produced. The sample from a global telecoms company comprised 108 global virtual teams. Two senior managers rated performance independently. Findings – Hierarchical regression results explained 75.7 per cent of the variance of performance. Analysis of variance revealed that model fit was highly statistically significant. Trustworthiness was identified as the predominant factor, explaining a majority of the dependent variable’s variance, while interpersonal communication, commitment and cross-cultural communication style were also identified as important. The 52 items differentiating high- and low-performing teams are reported and discussed. Originality/value – The research model makes a contribution to team performance theory and understanding, especially the relative importance of constructs for explaining performance. The profile of high-performing teams adds greatly to our knowledge and provides valuable guidance for team management, selection and development.

Discussion

The discussion of results will be presented in terms of links to the literature and contribution to management practice. Implications for the telecoms company and virtual team members are also considered.

Trustworthiness

Trustworthiness accounted for a majority of the variance on virtual team performance. Furthermore, 15 items were found in the profile differentiating between high- and lowperforming groups. The only exception was the item “team members tell the truth even when they know they would be better off lying”. The behaviours reflected by items in Table IV which differentiate between high- and low-performing teams are valuable indicators for personal development. Members of highperforming teams are more likely to be more benevolent (e.g. dealing sympathetically with other people’s problems and acting in good faith), be more competent (e.g. having expert knowledge in their subject area and giving valuable advice), have more integrity (e.g. insisting on doing the right thing and keeping their promises) and be more risk-averse (e.g. thinking things through carefully before acting and leaving nothing to chance).