Hook: When poet, artist, and punk rock star Patti Smith moved into the Chelsea Hotel with her beau and fellow artist Robert Mapplethorpe in 1970, she recognized the power of networking for increasing productivity and propelling individual and group success: "The Chelsea hotel network made anything possible. Everything changed," (Olaisen & Revang, 2017, p. 1441). The example of Patti Smith shows how networking is a critical component of success in any business sector, whether the arts, sciences, or commercial enterprise.
Anchor: As many as 79% of knowledge workers report working "always or frequently in dispersed teams," but 82% of virtual teams believe they "fall short of their goals," (Ferrazzi, 2014, p. 1). Bartelt & Dennis (2014) also found that teams were actually "unable to successfully determine whether they were performing effectively, in terms of team performance," (p. 533).
General Problem: The general problem is that organizations know virtual teams are essential but do not yet know how to create effective virtual teams.
Specific Problem: The specific problem is that there is a lack of evidence-based practice with regards to how organizations can and should create, maintain, structure, and implement virtual teams. Derven (2016) notes that quality of knowledge, contextual knowledge, and actionable knowledge are three of the specific factors that can improve virtual team performance.
References
Bartelt, V. L., & Dennis, A. R. (2014). NATURE AND NURTURE: THE IMPACT OF AUTOMATICITY. MIS quarterly, 38(2), 521-538. Retrived from http://content.ebscohost.com/ContentServer.asp?T=P&P=AN&K=95753995&S=R&D=iih&EbscoContent=dGJyMMvl7ESeqLU4xNvgOLCmr0%2BeprVSsqi4Sa%2BWxWXS&ContentCustomer=dGJyMPGss0q1qK5IuePfgeyx44Dt6fIA
Derven, M. (2016). Four drivers to enhance global virtual teams. Industrial & Commercial
Training, 48(1), 1-8. doi.10.1108/ICT-08-2015-0056
Ferrazzi, K. (2014). Getting virtual teams right. Harvard Business Review. Retrieved online: https://hbr.org/2014/12/getting-virtual-teams-right
Olaisen, J., & Revang, O. (2017). Working smarter and greener: Collaborative knowledge sharing in virtual global project teams. International Journal Of Information
Management, 37(1a), 1441-1448. doi:10.1016/j.ijinfomgt.2016.10.002
Virtual Teams? Reference used will be: DuFrene, D. D., & Lehman, C. M. (2016). Managing virtual teams. Business Expert Press. Although virtual teams can become an integral part of an organization, the lack of evidence-based practice has led to the inability of most organizations to successfully implement virtual teams. There is a need to discover evidence-based practice to allow for increased implementation of virtual teams; research in the topic of virtual teams
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
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
Hook Global virtual teams have been described as being valuable but “fraught with problems,” (Gordon, 2017, p. 1). Many of the issues confounding virtual teams are not technological issues such as network security but rather, are related to social and psychological factors. The failure of virtual teams to achieve stated goals may be due to any number of challenges, ranging from the lack of face-to-face interaction that provides the nonverbal communication
4 Virtual Teams Introduction With the arrival of the Digital Age, the possibility of teams collaborating over great distances as virtual teams has emerged. Through the use of technological means, team members collaborate and communicate via digital communications. Virtual teams can help to save costs associated with travel, relocation, and transportation. However, there is a gap in the literature regarding the effectiveness of collaboration technology on virtual teams� success.
There are several characteristic that are evident with the software system use in virtual collaboration technology. The first characteristic is that most of these tools are web based and are downloadable; they also have the ability to offer a text chat feature in real time, thereby allowing for the synchronous communication among various users. The platforms also has VoIP functionality, thereby giving them the ability to transmit sound over the
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