Virtual Team Management What would be the best way to structure this large virtual team? Virtual teams are unique in that they possess the ability to transcend typical geographic boundaries. This innate characteristic allows the team to be both more productive and efficient in regards to their overall objectives. With 300 individuals however, the task of effective organization can be daunting. This is particularly true, as each member will only be working

When portals are designed to the specific requirements of Web 2.0 design objectives, companies with virtual teams are finding they can attain higher levels of shared task ownership as well. This is because there are significantly greater levels of trust overall throughout an organization based on the collective contributions of every member of a virtual and in-office team when they share their knowledge and information together (Mancini, 2010). Portals

An important limitation of the study was that team members and their experiences of team leadership were not included in the study. A team leader's perception of effective communication may, for example, not be experienced in the same way as a team member receiving the communication. On the other hand, the results of effective team work appear to imply that certain categories of communication are experienced as more effective than

Virtual Teams in Organization Research Questions The fundamental research question is to examine the deliberations, advantages, and disadvantages of virtual teams in organizations. Deliberations in this regard take into account a question on the manner in which members of virtual teams deem altering their activities and behaviors so as to operate efficaciously. The fundamental research question is followed by sub-research questions: 1. What are the most idea practices and implements employed in virtual

Team Norms," author Karten (2003) discussed the importance of social norms in improving performance in teams within a business organization. Technically, Karten defined it as a concept "that concern(s) how team members will interact, communicate, and conduct themselves as members of the team" (par. 1). Moreover, team norms are reinforced primarily in groups with specific characteristics, such as those who are known to have high perceived social cohesion and

Lipnack & Stamps (1999) conducted a study in which they examined the emergence of virtual teams as a new modality for working. The study was carried out on the premise that the emergence of the Information Age has contributed to the advent of a working culture where people must no longer be in the same location in order to work together. The Information Age is characterized by the development and