Building Virtual Teams and Its Key Factors

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Building Virtual Teams and Its Key Factors

Introduction

By reviewing the available literature, a research tool (questionnaire) with 45 questions was created. The studys research topic was tested using the structural equation modeling (SEM) method and AMOS 23.0 (Bhat, Pande, & Ahuja, 2017). SEM technique was selected because it can distinguish between direct and indirect links between variables and can analyze relationships among latent variables without introducing random error, it was chosen above other techniques (such multiple regressions). This study found that trust is a key component for teams whose members are geographically, culturally, and temporally dispersed (Bhat, Pande, & Ahuja, 2017). Building trust is a difficult and necessary task for any team, but it is far more difficult in a virtual setting when members have little opportunities for face-to-face contacts. To build successful virtual teams, factors including mutual dependability, managing time, collaboration issues, information flow, types of information, dependability on technology, devices of communication, and execution of results should be taken into consideration.

An analysis of recent empirical evidence on managing virtual teams

This empirical research evaluated team member characteristics in efficient and inefficient remote teams within an internet service provider organization. From the interview results with business managers, a numerous-scale questionnaire was created that included traits linked to telecooperative work, teamwork, and taskwork, such as conscientiousness, integrity, and communication skills. Findings from the study demonstrated a high reliability of the traits linked to taskwork, teamwork, and telecooperative work (Liao, 2017). Self-management abilities, interpersonal trust, and other telecooperation-related characteristics all had significant contributions.

A remote teams productivity and a positive team dynamic can be sustained after launch by utilizing performance management techniques. A major issue in virtual teams is leadership considering that all forms of direct management are more challenging when team managers are absent from where team members are (Liao, 2017). Delegative management principles are therefore seen of as transferring some of the traditional managerial responsibilities to the team members.

A taxonomy of risk-taking behaviors and perceived trustworthiness variables in physical and virtual teams

Breuer et al. (2020), interviewed 55 educated and skilled German professionals who had worked in teams virtually or in person. Each participant had finished high school and either earned a degree from a university or had received the necessary professional training. On a scale from 1 (=not at all) to 5 (=very often), interviewees were asked how frequently they interacted in person and how frequently they used electronic communication tools in each team setting. Only face-to-face team scenarios were reported by 16 interviews, only virtual team situations by 13, and both face-to-face and virtual team situations were reported by 26 interviewees.

The results provide a first indication that teams working virtually and in person identify the same antecedents of team trust as being essential. Both face-to-face and virtual team members could improve their perceived trustworthiness by disclosing additional details about their aptitude, goodness, predictability, honesty, and transparency (Breuer et al., 2020). This is true even though the communication methods used by face-to-face and virtual teams are different.

Addressing Trust Issues in a Virtual Team

Morrison-Smith & Ruiz (2020), conducted a thorough search technique used to carry out a literature review which turned up 255 pertinent papers, many of which concentrated on technology use. The study divided issues into four categories based on the studies selected: geographical separation, temporal interval, thought distance, the organization of remote teams, and worker diversity. It was established that the presence of colleagues offered social facilitation and the motivation to work even harder. Given the superficial nature of interactions on computer-mediated communication technologies, trust is especially crucial in virtual teams. Technology should be developed to enable transparency so that employees may recognize fellow teammates aside from emphasizing and promoting each individuals contributions and increasing visibility inside the team.

Conclusion

Remote working is associated with both positive and negative benefits. Positive benefits include saving employees from commuting to work, saves time, increasing the scale of a business, among others. The main negative benefits are the reduction of physical collaboration of a team. Building trust is a difficult and necessary task for any team, but it is far more difficult in a virtual setting when members have little opportunities for face-to-face contacts. Technology should be developed to enable transparency so that employees may recognize fellow teammates aside from emphasizing and promoting each individuals contributions and increasing visibility inside the team.

References

Bhat, S. K., Pande, N., & Ahuja, V. (2017). Virtual team effectiveness: An empirical study using SEM. Procedia Computer Science, 122, 33-41. Web.

Breuer, C., Hüffmeier, J., Hibben, F., & Hertel, G. (2020). Trust in teams: A taxonomy of perceived trustworthiness factors and risk-taking behaviors in face-to-face and virtual teams. Human Relations, 73(1), 3-34. Web.

Liao, C. (2017). Leadership in virtual teams: A multilevel perspective. Human Resource Management Review, 27(4), 648-659. Web.

Morrison-Smith, S., & Ruiz, J. (2020). Challenges and barriers in virtual teams: A literature review. SN Applied Sciences, 2(6), 1-33. Web.

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