Employee-level consequences of perceived internal and external CSR: decoding the moderation and mediation paths

Cohesion as a cardinal antecedent in virtual team performance: a meta-analysis

Purpose

Advances in information technology have revolutionised the working environment. The concept of working in virtual teams was in existence in the developed part of the globe since 1960s. In developing economies, it emerged in the recent decades and gained impetus during the ongoing pandemic. This paper aims to propose examining the relationship between team cohesion and virtual team performance with the help of meta-analysis.

Design/methodology/approach

On published research, combined random effect meta-analysis and moderator analysis were done with the aid of Meta-essential 1.5 software. The preferred reporting items for systematic reviews and meta-analyses was designed for systematic meta-analysis.

Findings

The meta-analysis shows significant effect of cohesion on virtual team performance (r = 0.40, p < 0.000). Study outcomes indicate a positive relationship between team cohesion and virtual team performance. High heterogeneity was found and moderator analysis was performed to examine the heterogeneity.

Research limitations/implications

According to the findings, the performance of teams of different sizes, tenure and occupation should not be viewed as equivalent. Results of the study can be generalised to business (employees), education (students) and online gaming teams.

Practical implications

Managers should be aware of cohesion concerns in work process because they may foreshadow future performance challenges or reflect other organisational issues affecting virtual team performance. The relationship between team cohesion and team performance is predicted by team occupation, size and time.

Originality/value

To the best of the authors’ knowledge, this work is a first attempt to undertake meta-analysis to study the relationship between team cohesion and virtual team performance.