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Tucker C, Olsen B, Hale RT. Trust and commitment; a comparative study of virtual team communication across industries. TEAM PERFORMANCE MANAGEMENT 2023. [DOI: 10.1108/tpm-04-2022-0032] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/20/2023]
Abstract
Purpose
The purpose of this study is to investigate virtual team (VT) member’s perception of trust and commitment when using computer-mediated communication (CMC).
Design/methodology/approach
A nonexperimental quantitative research methodology was used to survey full-time employees in education, health care and telecommunications industries. Participants were on VTs using CMC. A factorial, between groups, multivariate analysis of variance was used to examine whether the mean scores of trust and commitment, as dependent variables, significantly differed between VT members across industries, that make up one of the independent variables (type of industry) using different CMC with the CMC methods being the second independent variable.
Findings
When the variable of type of industry was held constant, CMC resulted in statistically significant differences in the mean scores of the linear variate of trust and commitment. However, when the variable of CMC was held constant, type of industry did not result in a statistically significant difference in the mean scores of the linear variate of trust and commitment. Additionally, the interaction of the variables CMC and type of industry resulted in a statistically significant difference in the mean scores of the linear variate of trust and commitment.
Originality/value
Findings suggest organizations should adopt best practices to maximize benefits of the visual component of VT communication. This study provides evidence to support a potential relationship between trust and visual CMC. Findings aid organizational leaders in evaluating communication tools, specifically for complex tasks requiring trust among members.
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Aleem M, Sufyan M, Ameer I, Mustak M. Remote work and the COVID-19 pandemic: An artificial intelligence-based topic modeling and a future agenda. JOURNAL OF BUSINESS RESEARCH 2023; 154:113303. [PMID: 36156905 PMCID: PMC9489997 DOI: 10.1016/j.jbusres.2022.113303] [Citation(s) in RCA: 2] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Received: 09/27/2021] [Revised: 08/30/2022] [Accepted: 09/03/2022] [Indexed: 05/16/2023]
Abstract
As remote work has become more common than ever throughout the COVID-19 pandemic, it has drawn special attention from scholars. However, the outcome has been significantly sporadic and fragmented. In our systematic review, we use artificial intelligence-based machine learning tools to examine the relevant extant literature in terms of its dominant topics, diversity, and dynamics. Our results identify-eight research themes: (1) Effect on employees at a personal level, (2) Effect on employees' careers, (3) Family life and gender roles, (4) Health, well-being, and safety, (5) Labor market dynamics, (6) Economic implications, (7) Remote work management, (8) Organizational remote work strategies. With further content analysis, we structure the sporadic research into three overarching categories. Finally, for each category, we offer a detailed agenda for further research.
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Affiliation(s)
- Majid Aleem
- Department of Marketing and International Business, Turku School of Economics, University of Turku, Rehtorinpellonkatu 3, 20500 Turku, Finland
| | - Muhammad Sufyan
- Department of Marketing and International Business, Turku School of Economics, University of Turku, Rehtorinpellonkatu 3, 20500 Turku, Finland
| | - Irfan Ameer
- Christ Church Business School, Canterbury Christ Church University, N Holmes Rd, Canterbury CT1 1QU, UK
| | - Mekhail Mustak
- Department of Marketing and Sales Management, IESEG School of Management, Univ. Lille, CNRS, UMR 9221 - LEM - Lille Economie Management, Lille, France
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3
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Hahn M, Semrau T. Virtual interaction and failure learning—The crucial role of team LMX composition. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2022. [DOI: 10.1080/09585192.2022.2151846] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/24/2022]
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4
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Donald WE. Application of Career Ecosystems Theory and the New Psychological Contract to the Field of Project Management: Toward a Conceptual Model. PROJECT MANAGEMENT JOURNAL 2022. [DOI: 10.1177/87569728221118873] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
The purpose of this article is to explore how different actors can operate within a project management ecosystem to sustain a pool of project management personnel with the knowledge, skills, and abilities of the standards required to support successful project delivery into the future. A new conceptual model is presented offering a set of six propositions whereby professional associations mediate the relationship between project management personnel and employers. The article advances understanding of career ecosystems theory and the new psychological contract via application to a new domain of project management. Practical implications and future research opportunities are also discussed.
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Affiliation(s)
- William E. Donald
- Southampton Business School, University of Southampton, Hampshire, UK
- Ronin Institute, Montclair, NJ, USA
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5
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Karl KA, Peluchette JV, Aghakhani N. Virtual Work Meetings During the COVID-19 Pandemic: The Good, Bad, and Ugly. SMALL GROUP RESEARCH 2022; 53:343-365. [PMID: 38603094 PMCID: PMC8165498 DOI: 10.1177/10464964211015286] [Citation(s) in RCA: 52] [Impact Index Per Article: 26.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/21/2022]
Abstract
This study focuses on the good, the bad and the ugly of using videoconferencing for work-related meetings during the COVID-19 pandemic. Using a text mining process and qualitative content analysis of 549 comments posted to a LinkedIn online discussion board, we identified six key themes; three were tied to camera and microphone issues, two involved eating and meeting management issues, and one dealt with work-from-home issues. These themes are discussed in relationship to media naturalness theory and meeting science. Because widespread use of videoconferencing will likely continue, we provide guidance for workplace policies/practices and suggest directions for future research.
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Affiliation(s)
- Katherine A. Karl
- The University of Tennessee at Chattanooga, Gary W Rollins College of Business, Chattanooga, TN, USA
| | | | - Navid Aghakhani
- The University of Tennessee at Chattanooga, Gary W Rollins College of Business, Chattanooga, TN, USA
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6
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The Effect of Cultural Intelligence, Conflict, and Transformational Leadership on Decision-Making Processes in Virtual Teams. SOCIAL SCIENCES 2022. [DOI: 10.3390/socsci11020064] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022] Open
Abstract
The rapid development of information and communication technology (ICT) has resulted in several improvements in diverse aspects of the organizational structures, including the introduction of virtual teams (VTs). Organizations rely on VTs since they bring a lot of benefits, such as the enhancement of organizational performance. However, effective VTs cannot exist without the proper implementation of decision-making processes. There is a lack of scientific research that attempts to understand the factors affecting decision-making processes in VTs. Studies in this area have only been conducted in the United States and Europe. However, such research has not been conducted in the Middle East, where specific scientific solutions are still required to improve the performance of VTs. Therefore, this study is conducted in the Middle East to gain scientific knowledge on this region’s specificity. Thus, the objective of this study is to identify the factors that affect VT decision-making processes. An online survey was used to collect data (Google forms) from companies in the IT industry in UAE, which are engaged in VTs. A literature review, survey methods, and structural equation modeling were used. The results showed that culture intelligence (CQ), transformational leadership (TL), and task conflict have a positive effect on VT decision-making processes, and relationship conflict has a negative impact on VT decision-making processes, which provides the management teams with a guideline on what to concentrate on in the measuring and enhancement of the effectiveness of VT decision making.
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Handke L, Klonek F, O’Neill TA, Kerschreiter R. Unpacking the Role of Feedback in Virtual Team Effectiveness. SMALL GROUP RESEARCH 2021. [DOI: 10.1177/10464964211057116] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Feedback is a cornerstone of human development. Not surprisingly, it plays a vital role in team development. However, the literature examining the specific role of feedback in virtual team effectiveness remains scattered. To improve our understanding of feedback in virtual teams, we identified 59 studies that examine how different feedback characteristics (content, source, and level) impact virtual team effectiveness. Our findings suggest that virtual teams benefit particularly from feedback that (a) combines performance-related information with information on team processes and/or psychological states, (b) stems from an objective source, and (c) targets the team as a whole. By integrating the existing knowledge, we point researchers in the direction of the most pressing research needs, as well as the practices that are most likely to pay off when designing feedback interventions in virtual teams.
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Op 't Roodt H, Krug H, Otto K. Subgroup Formation in Diverse Virtual Teams: The Moderating Role of Identity Leadership. Front Psychol 2021; 12:722650. [PMID: 34744888 PMCID: PMC8566339 DOI: 10.3389/fpsyg.2021.722650] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/09/2021] [Accepted: 09/22/2021] [Indexed: 11/13/2022] Open
Abstract
Background: As today's organizations are becoming increasingly globalized and adding the impetus to a more remote form of working due to the present COVID-19 pandemic, new ways of collaboration-like virtual teams-have gained importance. In the present study, we aim to investigate how virtual team outcomes are linked to perceived diversity and subgroup formation and attempt to gain some initial insight into the role of the social identity approach to leadership in virtual teams. Method: In the present cross-sectional study, a total of 102 virtual team members participated in an online survey measuring perceived diversity, identity leadership, subgroup formation, perceived performance, and team satisfaction, to examine the factors moderating the relationship between perceived diversity and subgroup formation as well as between perceived diversity and team performance and satisfaction. Results: Moderation analysis revealed that perceived diversity had a negative influence on performance ratings when subgroups were highly perceived to be present, but not if subgroup formation was rated as low. The relationship between perceived diversity and team satisfaction was not moderated by perceived subgroup formation. Furthermore, identity leadership was found to be positively related to team satisfaction and perceived performance, while subjective diversity was negatively associated with both team outcomes. Identity leadership moderated the relationship between perceived diversity and subgroup formation, in that high levels of identity leadership weakened the positive relationship. Conclusion: This study provides first evidence to the importance of the team leader's role as a manager of a shared social identity in virtual teams where perceived differences can lead to subgroup splits, as identity leaders may hinder the emergence of subgroups in virtual teams.
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Affiliation(s)
- Helen Op 't Roodt
- Department of Work and Organizational Psychology, Institute of Psychology, Philipps University of Marburg, Marburg, Germany
| | - Henning Krug
- Department of Work and Organizational Psychology, Institute of Psychology, Philipps University of Marburg, Marburg, Germany
| | - Kathleen Otto
- Department of Work and Organizational Psychology, Institute of Psychology, Philipps University of Marburg, Marburg, Germany
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Purvanova RK, Kenda R. The impact of virtuality on team effectiveness in organizational and non‐organizational teams: A meta‐analysis. APPLIED PSYCHOLOGY-AN INTERNATIONAL REVIEW-PSYCHOLOGIE APPLIQUEE-REVUE INTERNATIONALE 2021. [DOI: 10.1111/apps.12348] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
- Radostina K. Purvanova
- Department of Management and Organizational Leadership, College of Business and Public Administration Drake University Des Moines IA USA
| | - Renata Kenda
- Department of Organization Studies, School of Social and Behavioral Sciences Tilburg University Tilburg The Netherlands
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10
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Structural decisions about configuration, assignments, and geographical distribution in teams: Influences on team communications and trust. HUMAN RESOURCE MANAGEMENT REVIEW 2021. [DOI: 10.1016/j.hrmr.2019.100739] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/22/2022]
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11
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Brown SG, Hill NS, Lorinkova N(NM. Leadership and virtual team performance: A meta-analytic investigation. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2021. [DOI: 10.1080/1359432x.2021.1914719] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
Affiliation(s)
- Shanique G. Brown
- Department of Psychology, Wayne State University, Detroit, United States
| | - N. Sharon Hill
- Department of Management, The George Washington University
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12
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Turesky EF, Smith CD, Turesky TK. A call to action for virtual team leaders: practitioner perspectives on trust, conflict and the need for organizational support. ORGANIZATION MANAGEMENT JOURNAL 2020. [DOI: 10.1108/omj-09-2019-0798] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this study is to investigate the leadership behaviors of managers of virtual teams (VTs), particularly in the areas of trust building and conflict management. This study aims to expand the research of VT performance by offering first-person accounts from VT leaders on the strategies implemented to drive VT performance.
Design/methodology/approach
This study used a grounded theory approach to examine the leadership behaviors through in-depth interviews with eight field managers of VTs employed by different technology companies. Interview questions focused on trust-building and conflict management techniques. This structured qualitative study incorporates elements of narrative inquiry interwoven in the findings.
Findings
Building a high-trust environment was found to be critical to VT performance. VT managers indicated that effective conflict resolution skills were also important.
Research limitations/implications
Although the sample size is within the suggested range for a valid phenomenological study, the results may lack generalizability. Participants were limited to the technology industry; leaders of high-performing VTs in other industries could offer differing results.
Practical implications
This study’s contribution is the exploration and identification of innovative techniques that VT managers implemented to build trust and resolve conflict. A lack of holistic training programs for the VT leader is also considered along with suggestions for future research and implications for the VT managers.
Originality/value
This study’s contribution is the exploration and identification of innovative techniques that VT managers implemented that drive VT performance, particularly related to building high levels of trust and managing conflict effectively. Practices are suggested whereby both the VT leader and the organization take an active role in ensuring that the VT has the opportunity to perform optimally.
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13
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Abstract
Organizational reliance on virtual teams (VTs) is increasing tremendously due to the significant benefits they offer, such as efficiently reaching objectives and increasing organizational performance. However, VTs face a lot of challenges that, if overlooked, will prevent them from yielding the required benefits. One of the major issues that hinders the effectiveness of VTs is the decision-making process. There is a lack of scientific research that attempts to understand the factors affecting decision making processes in VTs. Studies in this area have only been done in the United States and Europe. However, such research has not been conducted in the Middle East, where specific scientific solutions are still required to improve the performance of VTs. Therefore, this study is conducted in the Middle East, namely in the United Arab Emirates, to gain scientific knowledge on this region’s specificity. An online questionnaire (Google forms) was used to obtain the necessary data. Hypotheses were developed to test the influence of ICT (Information and communications technologies), language, information sharing, and trust on the decision-making processes, and the effect of decision making on team performance. Structural equational model (SEM) methodology was used to test our proposed model. The results showed that factors such as trust, ICT, and information sharing have a direct effect on decision-making processes, while language has no effect on decision making, and decision-making processes have a direct effect on the performance of the VTs.
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14
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Abstract
The development and use of information and communications technology (ICT) are growing at a rapid speed across the world. ICT has been the cause for new types of work arrangements, such as virtual organizations, virtual teams, teleworking, etc. Virtual teams provide organizations with competitive advantage by enabling them to hire talented people across the world and eliminating the need for physical availability in the office. However, one major issue hindering the productivity of the virtual team is knowledge sharing. The lack of proper knowledge sharing between team members may cause organizations to fail with regards to the implementation of successful strategies. The research into understanding knowledge sharing in virtual teams (VT) in the Middle East is lacking. While such studies have been done in the United States and Europe, the Middle East has been overlooked. In this study, the authors assume that there are some specific behavioral aspects of VT in the Middle East that create the need for specific scientific solutions. Accordingly, this study was conducted in the Middle East in order to gain scientific knowledge on the region’s specificity. The objective of this article is to create a model for the evaluation of the effect on knowledge sharing in virtual teams in the Middle East. For analysis, the selection of companies includes United Arab Emirates (UAE)-based companies in the IT industry whose businesses engage in VT. The results show that the following factors have a direct effect on knowledge sharing in VT: Culture, motivation, conflict, ICT, trust, and leadership. Conversely, the results do not demonstrate that language has any impact on knowledge sharing. The methodology used is as follows: Literature review, survey methods, and structural equation modeling.
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15
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Handke L, Costa PL, Klonek FE, O’Neill TA, Parker SK. Team perceived virtuality: an emergent state perspective. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2020. [DOI: 10.1080/1359432x.2020.1806921] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/20/2022]
Affiliation(s)
- Lisa Handke
- Department of Psychology, University of Calgary, Calgary, Canada
- Division of Social, Organizational and Economic Psychology, Freie Universität Berlin, Berlin, Germany
| | - Patrícia L. Costa
- Human Resources and Organizational Behavior, ISCTE—Instituto Universitário de Lisboa, Lisboa, Portugal
| | - Florian E. Klonek
- Center for Transformative Work Design, Curtin University, Perth, Australia
| | | | - Sharon K. Parker
- Center for Transformative Work Design, Curtin University, Perth, Australia
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Cathro V. An odyssey of virtual global team activity in the experiential learning environment of the Global Enterprise Experience (GEE). COMPUTERS IN HUMAN BEHAVIOR 2020. [DOI: 10.1016/j.chb.2018.10.026] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/28/2022]
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17
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The role of temporal coordination for the fuzzy front-end of innovation in virtual teams. INTERNATIONAL JOURNAL OF INFORMATION MANAGEMENT 2020. [DOI: 10.1016/j.ijinfomgt.2019.04.015] [Citation(s) in RCA: 11] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/23/2022]
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18
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Degbey WY, Einola K. Resilience in Virtual Teams: Developing the Capacity to Bounce Back. APPLIED PSYCHOLOGY-AN INTERNATIONAL REVIEW-PSYCHOLOGIE APPLIQUEE-REVUE INTERNATIONALE 2019. [DOI: 10.1111/apps.12220] [Citation(s) in RCA: 11] [Impact Index Per Article: 2.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
Affiliation(s)
| | - Katja Einola
- Hanken School of Economics Finland
- Lund University Sweden
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19
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Handke L, Klonek FE, Parker SK, Kauffeld S. Interactive Effects of Team Virtuality and Work Design on Team Functioning. SMALL GROUP RESEARCH 2019. [DOI: 10.1177/1046496419863490] [Citation(s) in RCA: 22] [Impact Index Per Article: 4.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This review study aimed to investigate how team work design shapes the impact of team virtuality on team functioning. Based on 48 studies, we identified key work design variables that influence both team functioning, that is, team performance and intermediary outcomes (i.e., team processes and emergent states), under conditions of high virtuality (or in interaction with virtuality). First, while outcome interdependence showed positive effects on the functioning of virtual teams, particularly via motivational increases, task interdependence showed mixed results. Second, high levels of knowledge characteristics (e.g., task complexity) appear to worsen team functioning within virtual contexts, likely because these characteristics add to the demands of an already demanding context. Third, job resources (e.g., feedback) showed positive associations with team functioning, suggesting these variables might buffer the high demands of virtual work. Given these results, more investigations that explicitly examine the interaction between work design and team virtuality are needed.
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Affiliation(s)
- Lisa Handke
- Technische Universität Braunschweig, Germany
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Asatiani A, Penttinen E. Constructing continuities in virtual work environments: A multiple case study of two firms with differing degrees of virtuality. INFORMATION SYSTEMS JOURNAL 2018. [DOI: 10.1111/isj.12217] [Citation(s) in RCA: 12] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
- Aleksandre Asatiani
- Operations and Information Management Group; Aston University; Birmingham UK
| | - Esko Penttinen
- Department of Information and Service Economy; Aalto University School of Business; Helsinki Finland
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21
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DeFranco JF, Laplante P. A software engineering team research mapping study. TEAM PERFORMANCE MANAGEMENT 2018. [DOI: 10.1108/tpm-08-2017-0040] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this mapping study has been performed to identify, critically analyze and synthesize research performed in the area of software engineering teams. Teams, in a general sense, have been studied extensively. But the distinctive processes that need to be executed effectively and efficiently in software engineering require a better understanding of current software engineering team research.
Design/methodology/approach
In this work, software engineering team publications were analyzed and the key findings of each paper that met our search inclusion criteria were synthesized. In addition, a keyword content analysis was performed to create a taxonomy to categorize each paper and evaluate the state of software engineering team research.
Findings
In software engineering team research, the resulting areas that are the most active are teamwork/collaboration, process/design and coordination. Clear themes of analysis have been determined to help understand how team members collaborate, factors affecting their success and interactions among all project stakeholders. In addition, themes related to tools to support team collaboration, improve the effectiveness of software engineering processes and support team coordination have been found. However, the research gaps determined from the content analysis point toward a need for more research in the area of communication and tools.
Originality/value
The goal of this work is to define the span of previous research in this area, create a taxonomy to categorize such research and identify open research areas to provide a clear road map for future research in the area of software engineering teams. These results, along with the key finding themes presented, will help guide future research in an area that touches all parts of the software engineering and development processes.
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