Virtuality and Team Performance: Understanding the Impact of Variety of Practices

Authors

Mei Lu, Intel Corporation
Mary Beth Watson-Manheim, University of Illinois at Chicago
Kathy Chudoba, Utah State UniversityFollow
Eleanor Wynn, Intel Corporation

Document Type

Article

Journal/Book Title/Conference

Journal of Global Information Technology Management

Volume

9

Issue

1

Publisher

Ivy League Publishing

Publication Date

2006

First Page

4

Last Page

23

Abstract

In this study conducted at Intel Corporation, the authors examine how different components of virtuality influence specific aspects of performance of virtual teams. Both quantitative and qualitative data are used for analysis. The findings indicate that variety of practice creates significant negative influence on several aspects of performance, including communication and trust in team members, and ability to meet commitments and complete projects on time. Also, members experiencing more variety of practice perceived less risk-taking in their teams and less ability to focus the team on the right questions for the projects being undertaken.

Comments

Originally published by Ivy League Publishing. Abstract available through remote link. Subscription required to access article fulltext.

Recommended Citation

Lu, M., Watson-Manheim, M. B., Chudoba, K., Wynn, E. (2006). How Does Virtuality Affect Team Performance in a Global Organization? Understanding the Impact of Variety of Practices. Journal of Global Information Technology Management, 9(1), 4-23.