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Evaluating virtuality in teams : a conceptual model
journal contribution
posted on 2015-01-01, 00:00 authored by M. Reza HosseiniM. Reza Hosseini, J Zuo, N Chileshe, B BaroudiMajor parts of teams deployed in contemporary organisations to some extent possess the attributes of virtuality. In this context, at high levels of virtuality, team requirements become quite different from those of face-to-face teams. Thus, evaluating virtuality in teams is a key prerequisite for assessing its requirements and defining the applicable managerial policies. Nonetheless, the concept of virtuality in teams has remained elusive within the extant literature. To address this, this paper deploys a qualitative meta-analysis to synthesise the relevant findings drawing upon an exhaustive review of the literature. The study conceptualises the phenomenon of virtuality through proposing a conceptual framework for evaluating the level of virtuality in teams. This paper contributes to the field by offering further insight into the concept of virtuality and directs future investigations by providing the ground for validating the presented conceptual model.
History
Journal
Technology analysis and strategic managementVolume
27Issue
4Pagination
385 - 404Publisher
Taylor & FrancisLocation
Oxford, Eng.Publisher DOI
ISSN
1465-3990Language
engPublication classification
C Journal article; C1.1 Refereed article in a scholarly journalCopyright notice
2015, Taylor & FrancisUsage metrics
Categories
Keywords
virtual teamsvirtualitydiscontinuitiescommunications qualitySocial SciencesScience & TechnologyManagementMultidisciplinary SciencesBusiness & EconomicsScience & Technology - Other TopicsFACE-TO-FACEGEOGRAPHIC DISPERSIONDISTRIBUTED TEAMSMODERATING ROLEKNOWLEDGEPERFORMANCEIMPACTIDENTIFICATIONCOMMUNICATIONTRUST