Most prolific authors
Rank | Authors | Papers | Citations | Citations per paper |
---|---|---|---|---|
1 | Ahuja, M | 3 | 138 | 46 |
2 | Staples, DS | 3 | 174 | 58 |
3 | Zornoza, A | 3 | 69 | 23 |
4 | Aliyev, M | 2 | 6 | 3 |
5 | Bierly, PE | 2 | 48 | 24 |
6 | Gibbs, JL | 2 | 13 | 6.5 |
7 | Glikson, E | 2 | 17 | 8.5 |
8 | Gonzalez-Navarro, P | 2 | 45 | 22.5 |
9 | Hertel, G | 2 | 55 | 27.5 |
10 | Hill, N | 2 | 26 | 13 |
11 | Hinds, PJ | 2 | 574 | 287 |
12 | Hunter, EM | 2 | 13 | 6.5 |
13 | Lin, CP | 2 | 43 | 21.5 |
14 | Majchrzak, A | 2 | 379 | 189.5 |
15 | Marks, A | 2 | 22 | 11 |
16 | Martinez-Moreno, E | 2 | 45 | 22.5 |
17 | Mykytyn, P | 2 | 137 | 68.5 |
18 | Paul, S | 2 | 137 | 68.5 |
19 | Sarker, S | 2 | 106 | 53 |
20 | Sarker, S | 2 | 106 | 53 |
21 | Seetharaman, P | 2 | 137 | 68.5 |
22 | Stark, EM | 2 | 48 | 24 |
23 | Tsai, Y-H | 2 | 43 | 21.5 |
24 | Vahtera, P | 2 | 6 | 3 |
Most cited authors
Rank | Authors | Papers | Citations |
---|---|---|---|
1 | Hinds, PJ | 2 | 574 |
2 | Bailey, DE | 1 | 399 |
3 | Majchrzak, A | 2 | 379 |
4 | Massey, AP | 1 | 365 |
Montoya-Weiss, MM | 1 | 365 | |
Song, M | 1 | 365 | |
5 | Dougherty, DJ | 1 | 348 |
Faraj, S | 1 | 348 | |
Griffith, TL | 1 | 348 | |
Zammuto, RF | 1 | 348 | |
6 | Jonsen, K | 1 | 345 |
Maznevski, ML | 1 | 345 | |
Stahl, GK | 1 | 345 | |
Voigt, A | 1 | 345 | |
7 | Crisp, CB | 1 | 218 |
Jarvenpaa, SL | 1 | 218 | |
Kim, JW | 1 | 218 | |
Polzer, JT | 1 | 218 | |
8 | Gilson, LL | 1 | 178 |
Hakonen, M | 1 | 178 | |
Maynard, MT | 1 | 178 | |
Vartiainen, M | 1 | 178 | |
Young, NCJ | 1 | 178 | |
9 | Mortensen, M | 1 | 175 |
10 | Staples, DS | 3 | 174 |
Criteria of the co-citation analysis
Cited references | Cited authors | Cited journals | |
---|---|---|---|
Total | 5,814 | 3,872 | 1,984 |
Threshold for inclusion in the analysis | Cited by eight papers | Cited by 12 papers | Cited by 20 papers |
Included in the analysis | 91 | 93 | 93 |
Co-citation analysis
Cited references | Citations | Cited Authors | Citations | Cited Journals | Citations | |
---|---|---|---|---|---|---|
1 | Cramton, C. D. (2001). The mutual knowledge problem and its consequences in geographically dispersed teams. , (3), 346–371 | 43 | Jehn, KA | 101 | Organ Sci | 456 |
2 | Jarvenpaa, S. L., and Leidner, D. E. (1999). Communication and trust in global virtual teams. , (6), 791–815 | 43 | Jarvenpaa, SL | 85 | J Appl Psychol | 435 |
3 | Martins, L. L., Gilson, L. L., and Maynard, M. T. (2004). Virtual teams: What do we know and where do we go from here?. , (6), 805–835 | 43 | Cramton, CD | 73 | Acad Manage J | 352 |
4 | Mortensen, M. and Hinds, P.J. (2001), “Conflict and shared identity in geographically distributed teams”, , Vol. 12 No. 3, pp. 212–238 | 33 | Hinds, PJ | 73 | Acad Manage Rev | 224 |
5 | Montoya-Weiss, M. M., Massey, A. P., and Song, M. (2001). Getting it together: Temporal coordination and conflict management in global virtual teams. , (6), 1251–1262 | 32 | Kirkman, BL | 53 | Admin Sci Quart | 223 |
6 | Hinds, P. J., and Bailey, D. E. (2003). Out of sight, out of sync: Understanding conflict in distributed teams. , (6), 615–632 | 31 | Walther, JB | 53 | J Manage | 217 |
7 | Maznevski, M. L., and Chudoba, K. M. (2000). Bridging space over time: Global virtual team dynamics and effectiveness. , (5), 473–492 | 28 | Martins, LL | 51 | Mis Quart | 197 |
8 | Hinds, P. J., and Mortensen, M. (2005). Understanding conflict in geographically distributed teams: The moderating effects of shared identity, shared context, and spontaneous communication. , (3), 290–307 | 28 | Gibson, CB | 48 | Small Gr Res | 166 |
9 | Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. , 256–282 | 25 | De Dreu, CKW | 42 | J Pers Soc Psychol | 127 |
10 | Gibson, C. B., and Gibbs, J. L. (2006). Unpacking the concept of virtuality: The effects of geographic dispersion, electronic dependence, dynamic structure, and national diversity on team innovation. , (3), 451–495 | 24 | Daft, RL | 41 | Organ Behav Hum Dec | 120 |
Bibliographic coupling analysis
Articles | Link strength | Cited Authors | Citations | Cited Journals | Citations | |
---|---|---|---|---|---|---|
1 | Raghuram, S., Hill, N. S., Gibbs, J. L., and Maruping, L. M. (2019). Virtual work: Bridging research clusters. , (1), 308–341 | 1052 | Gibbs, JL | 5268 | Small Group Research | 2515 |
2 | Breuer, C., Hüffmeier, J., and Hertel, G. (2016). Does trust matter more in virtual teams? A meta-analysis of trust and team effectiveness considering virtuality and documentation as moderators. , (8), 1151 | 552 | Hill, NS | 5264 | Journal Of Management Information Systems | 1865 |
3 | Harush, R., Lisak, A., and Glikson, E. (2018). The bright side of social categorization: The role of global identity in reducing relational conflict in multicultural distributed teams. , (1), 134–156 | 547 | Maruping, LM | 3739 | Academy Of Management Annals | 1527 |
4 | Saunders, C. S., and Ahuja, M. K. (2006). Are all distributed teams the same? Differentiating between temporary and ongoing distributed teams. , (6), 662–700 | 536 | Raghuram, S | 3739 | Human Resource Management Review | 1101 |
5 | MacDuffie, J. P. (2007). HRM and distributed work: Managing people across distances. (1), 549–615 | 531 | Zornoza, A | 3635 | Organization Science | 1070 |
6 | Stahl, G. K., Maznevski, M. L., Voigt, A., and Jonsen, K. (2010). Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups. , (4), 690–709 | 520 | Ahuja, M | 3048 | Human Relations | 1023 |
7 | Brahm, T., and Kunze, F. (2012). The role of trust climate in virtual teams. (6), 595–614 | 508 | Hertel, G | 3020 | Information and Management | 952 |
8 | Schiller, S. Z., and Mandviwalla, M. (2007). Virtual team research: An analysis of theory use and a framework for theory appropriation. , (1), 12–59 | 502 | Glikson, E | 2924 | International Journal of Project Management | 856 |
9 | Schaubroeck, J. M., and Yu, A. (2017). When does virtuality help or hinder teams? Core team characteristics as contingency factors. , (4), 635–647 | 500 | Mykytyn, PP | 2562 | Journal of Management | 774 |
10 | Hill, N. S., and Bartol, K. M. (2016). Empowering leadership and effective collaboration in geographically dispersed teams. , (1), 159–198 | 488 | Paul, S | 2562 | Journal of Managerial Psychology | 755 |
Main topics from the co-occurrence of keywords analysis
Topic | Keywords |
---|---|
Outputs | Performance, Decision-Making, Conflict Management, Trust, Information, Impact, Information Systems, Richness, Cooperation, Geographic Dispersion, Behavior |
Dynamics | Distributed Teams, Knowledge, Technology, Computer-Mediated Communication, Understanding Conflict, Global Virtual Teams, Shared Identity, Group Decision-Making, E-Mail, Cultural-Diversity |
Differences | Face-To-Face, Work, Intragroup Conflict, Leadership, Task, Top Management Teams, Interpersonal-Trust, Task Conflict, Strategic Decision-Making, Personality |
Processes | Communication, Organization, Diversity, Management, Time, Demographic Diversity, Group-Performance, Consequences |
Most influential articles
Top 20 most cited articles (normalised) | Top 20 most cited (absolute) | Top 20 important articles by bibliographic coupling | ||||
---|---|---|---|---|---|---|
Rank | Article | Norm citations | Article | Total citatons | Article | Link strength |
1 | (2010) | 5.20 | 399 | (2019) | 1052 | |
2 | (2007) | 4.62 | (2001) | 365 | (2016) | 552 |
3 | 3.98 | (2007) | 348 | (2018) | 547 | |
4 | (2017) | 3.68 | (2010) | 345 | 536 | |
5 | (2015) | 3.47 | (2006b, ) | 218 | MacDuffie, JP (2007) | 531 |
6 | (2011) | 3.25 | (2015) | 178 | (2010) | 520 |
7 | (2016) | 2.76 | 175 | 508 | ||
8 | 2.67 | 156 | 502 | |||
9 | (2018) | 2.67 | (2006) | 145 | 500 | |
10 | (2019) | 2.50 | 101 | 488 | ||
11 | (2019) | 2.50 | (2011) | 100 | (2013) | 475 |
12 | (2017) | 2.45 | 87 | 472 | ||
13 | (2017) | 2.10 | (2004b) | 74 | (2017) | 459 |
14 | 1.92 | 72 | (2006) | 441 | ||
15 | 1.77 | (2004a) | 63 | 436 | ||
16 | 1.77 | (2007) | 62 | (2009) | 433 | |
17 | 1.68 | 60 | (2014) | 423 | ||
18 | (2012) | 1.68 | (2012) | 53 | (2011) | 420 |
19 | (2013) | 1.60 | 47 | 418 | ||
20 | (2006b, ) | 1.58 | (2012) | 45 | 414 |
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About the authors.
Andrea Caputo is an Associate Professor in Management at the University of Trento, Italy, and at the University of Lincoln, UK, where he is part of the UNESCO Chair in Responsible Foresight for Sustainable Development. His main research interests include entrepreneurial decision-making, negotiation, digitalization and sustainability, internationalization and strategic management of SMEs. He is the editor of the book series “Entrepreneurial Behaviour” (Emerald), and Associate Editor of the Journal of Management and Organization. His research was published in over 100 contributions, including articles in highly ranked journals, e.g. HRM Journal , Journal of Business Research, Small Business Economics , International Journal of Conflict Management , Journal of Knowledge Management , Business Strategy and the Environment and IEEE TEM among the others.
Mariya Kargina is a PhD Candidate in Organizational Behavior at the University of Rome “Tor Vergata”. She holds a Master of Science from the University of Lincoln, UK. Her research interests are cross-cultural management, cultural intelligence and global virtual teams. Her research was published in the Journal of Marketing Analytics and presented at several international conferences.
Massimiliano Matteo Pellegrini is an Associate Professor of Organizational studies and Entrepreneurial behaviors at the University of Rome “Tor Vergata”. Previously, he worked at Roehampton University Business School and University of West-London. He is the editor of the book series “Entrepreneurial Behaviour” (EmeraldPublishing), Associate Editor at International Journal of Transition and Innovation System, and past Chair of the Strategic Interest Group of Entrepreneurship (E-ship SIG) at the European Academy of Management (EURAM). He published in highly ranked journals as e.g. Journal of Business Research , Small Business Economics , Journal of Business Ethics , IEEE Transaction on Engineering Management and Journal of Small Business .
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2017, Human Resource Management Review
Jihad Van Rooyen
Virtual teams are ever prevalent in today's society. Increased communication and technological advances have paved way for the virtual team evolution. However, there are certain limitations when it comes to virtual teams. This literature review seeks to explicitly review what potential factors could decrease effective communication within the virtual teams. The factors found to decrease effective communication in virtual teams were lack of interaction, lack of trust, cultural barriers, feedback, motivation and cohesiveness.
Team Performance Management
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Michel Kalika
Recent studies on virtual teams reveal that team virtuality varies in a continuum and may take different levels. Different levels of virtuality have considerable impacts on team processes and management as they imply several characteristics concerning communication dynamics and interaction styles, which change when shifting from one level to another. The purpose of this paper is to assess how the
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This exploratory research addresses several issues regarding the use of Computer Mediated Communications as a means of achieving virtual team performance goals. A model of coordination, collaboration, team cohesiveness and team performance (CCCP) is proposed that treats CMC technology choice as an antecedent of the relative use of cooperation and collaboration. Though sharing some characteristics, there is a tradeoff in that coordination is seen as a more asynchronous and collaboration as means synchronous means of achieving team performance goals. This tradeoff is modeled as directly and indirectly, when mediated by the level of team cohesiveness, affecting team performance. Virtual teams generally were formed by pairing two students from a private northeastern United States (US) university with two students from either a French or Chilean university. Student teams were required to design a strategic plan for a new business venture. Tests of the relationships indicate that non-US s...
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7 Pages Posted: 19 Apr 2012
Research and Technology Department, Alzahra University, Vanak, Tehran, Iran, Postcode: 19938 93973; Centre for Research Services, Institute of Management and Research Services (IPPP), University of Malaya (UM); University of Malaya (UM) - Department of Engineering Design and Manufacture
University of Malaya (UM)
Date Written: 2011
Collaboration is becoming increasingly important in creating the knowledge that makes business more competitive. Virtual teams are growing in popularity [1] and many organizations have responded to their dynamic environments by introducing virtual teams. Additionally, the rapid development of new communication technologies such as the Internet has accelerated this trend so that today, most of the larger organization employs virtual teams to some degree [2]. A growing number of flexible and adaptable organizations have explored the virtual environment as one means of achieving increased responsiveness [3]. Howells et al. [4] state that the shift from serial to simultaneous and parallel working has become more commonplace. Based on conventional information technologies and Internet-based platforms virtual environments may be used to sustain companies’ progress through virtual interaction and communication.
Keywords: Virtual R&D teams, Virtual Team, Management Challenge, Collaboration, ICT application
JEL Classification: L1, L11, L2, M11, M12, M1, Q1, O1, Q31, Q31, P24, L17, O32, P29
Suggested Citation: Suggested Citation
Research and technology department, alzahra university, vanak, tehran, iran, postcode: 19938 93973 ( email ), centre for research services, institute of management and research services (ippp), university of malaya (um) ( email ).
Kuala Lumpur, Wilayah Persekutuan 50603 University of Malaya (UM) Kuala Lumpur, Wilayah Persekutuan 50603 Malaysia
HOME PAGE: http://https://umresearch.um.edu.my/
Kuala Lumpur, 50603 Malaysia
Kuala Lumpur, Wilayah Persekutuan 50603 University of Malaya (UM) Kuala Lumpur, 50603 Malaysia
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Abstract Views 3096
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Increasing global operations of companies and advances in communication technologies in the last two decades have led companies to create virtual team, in which employees work more productively and cost-effectively from different locations. This situation required virtual team leaders to have a different perspective and management approach than the leaders who manage teams in the usual offices. Performance management is one of the vital tasks of virtual team leaders and is a multidimensional research topic for researchers interested in virtual team management. Knowing the determinants of performance will be useful in quality decision-making, problem-solving, and many other managerial processes. This research aims to explore major factors affecting virtual team performance by using a systematic literature review methodology that includes more than one hundred scientific articles. Findings of this study suggest that these factors are leadership, communication, collaboration, cohesion, commitment, conflict, interpersonal relations, knowledge sharing, feedback, trust, diversity, recognition, and empowerment.
There’s a widespread understanding that managing corporate culture is key to business success. Yet few companies articulate their culture in such a way that the words become an organizational reality that molds employee behavior as intended.
All too often a culture is described as a set of anodyne norms, principles, or values, which do not offer decision-makers guidance on how to make difficult choices when faced with conflicting but equally defensible courses of action.
The trick to making a desired culture come alive is to debate and articulate it using dilemmas. If you identify the tough dilemmas your employees routinely face and clearly state how they should be resolved—“In this company, when we come across this dilemma, we turn left”—then your desired culture will take root and influence the behavior of the team.
To develop a culture that works, follow six rules: Ground your culture in the dilemmas you are likely to confront, dilemma-test your values, communicate your values in colorful terms, hire people who fit, let culture drive strategy, and know when to pull back from a value statement.
Start by thinking about the dilemmas your people will face.
The problem.
There’s a widespread understanding that managing corporate culture is key to business success. Yet few companies articulate their corporate culture in such a way that the words become an organizational reality that molds employee behavior as intended.
How to fix it.
Follow six rules: Ground your culture in the dilemmas you are likely to confront, dilemma-test your values, communicate your values in colorful terms, hire people who fit, let culture drive strategy, and know when to pull back from a value.
At the beginning of my career, I worked for the health-care-software specialist HBOC. One day, a woman from human resources came into the cafeteria with a roll of tape and began sticking posters on the walls. They proclaimed in royal blue the company’s values: “Transparency, Respect, Integrity, Honesty.” The next day we received wallet-sized plastic cards with the same words and were asked to memorize them so that we could incorporate them into our actions. The following year, when management was indicted on 17 counts of conspiracy and fraud, we learned what the company’s values really were.
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Research papers study the factors that influence VTs for virtual team management models and those that have a significant impact on performance are chosen and, in turn, are mentioned in the literature. ... Therefore, software companies can use it as a theoretical framework when preparing their human resources and Virtual Teams management policies.
Björn Niehaves. University of Siegen, Germany. bj [email protected]. Abstract. With the outbreak of COVID- 19, many organizations. are facing the challenge of switching to virtual work ...
This paper attempts to explain the role of vital elements like trust, information sharing and communication, in building virtual teams. This study strives towards developing a set of factors using SEM that can be used by managers of virtual teams for establishing an efficacious relationship amongst the members. Previous.
This article explores the evolution of remote work, analyzing the strategies for effective virtual team management and collaboration. The discussion encompasses factors driving the rise of remote ...
Virtual teams (i.e., geographically distributed collaborations that rely on technology to communicate and cooperate) are central to maintaining our increasingly globalized social and economic infrastructure. "Global Virtual Teams" that include members from around the world are the most extreme example and are growing in prevalence (Scott and Wildman in Culture, communication, and conflict ...
Since research on virtual teams directed by transformational leadership is an ... Studies revealed superior sought-after competencies like relationship building in diverse management teams mixed by age, gender, and cultural ... Web of science use in published research and review papers 1997-2017: A selective, dynamic, cross-domain, content ...
To address rapidly developing markets, businesses are implementing changes in leadership structures, work systems, and technology adoption. Human resource development (HRD) and virtual HRD (VHRD) practitioners and researchers must draw on best practices from previous research regarding virtual teams to help meet organizational needs and changes.
The focus of this article is on virtual teams and digital collaboration in teams. Virtual team research deals with phenomena and questions on the team level, such as how working with collaborative ICT affects the emergence of trust between members or influences the relationship between team processes and outcomes.
The systematic review of literature proposed by Ramey and Rao [1] and enhanced by Pulsiri and. Thesenvitz [2] was used to examine the Scopus and W eb of Science databases to identify the theories ...
The growth in the use of virtual teams in organizations has incited researchers to investigate the different aspects, factors and challenges of these teams. ... These articles are then thoroughly reviewed and finally, a summary is made of all the research published over a five-year period. The systematic review of literature proposed by Ramey ...
The last 10 years of empirical work around 10 main themes: research design, team inputs, team virtuality, technology, globalization, leadership, mediators and moderators, trust, outcomes, and ways to enhance VT success are organized. Ten years ago, Martins, Gilson, and Maynard reviewed the emerging virtual team (VT) literature. Given the proliferation of new communication technologies and the ...
Virtual teams (VTs) are groups of people who work interdependently with shared purpose across space, time, and organization boundaries, using technology to communicate and collaborate. This literature review examined the status of the published research on VTs functioning to identify the main factors impacting their performance. Our main findings are the conceptualization of a multi-level ...
This study focuses on the good, the bad and the ugly of using videoconferencing for work-related meetings during the COVID-19 pandemic. Using a text mining process and qualitative content analysis of 549 comments posted to a LinkedIn online discussion board, we identified six key themes; three were tied to camera and microphone issues, two involved eating and meeting management issues, and one ...
Although some research has considered the accuracy of mental models, we follow prior research on virtual teams that focus on the importance of teams having overlapping mental models and norms (e.g., Ayoko & Chua, 2014; ... Paper presented at the academy of management, Vancouver, BC Canada, August 6-9, 1995. Google Scholar.
Research papers study the factors that influence VTs for virtual team management models and those that have a significant impact on performance are chosen and, in turn, are mentioned in the literature. ... Virtual teams research: 10 Years, 10 themes, and 10 opportunities. J.
The purpose of this study is to map the intellectual structure of the research concerning conflict and conflict management in virtual teams (VT), to contribute to the further integration of knowledge among different streams of research and to develop an interpretative framework to stimulate future research.,A data set of 107 relevant papers on ...
For example, more research is needed to test the meditational role of emergent states on team communication and team outcomes in highly virtual teams. Research has alluded to this relationship (Kanawattanachai & Yoo, 2007), but future research should investigate the specific communication processes in highly virtual teams that support the more ...
innovation, entrepreneurship, and strategic management research. ... ior in virtual teams. Paper presented at the 95th annual conference of the National Communication Association,
teams. In addition, the relationship between virtual team types and project success is explored. The following research questions are posed: 1. Using a set of virtual project team attributes based on published research, can virtual team typologies be identified by empirical investigation of data gathered from a large-scale sample of the project ...
Virtual teams are growing in popularity [1] and many organizations have responded to their dynamic environments by introducing virtual teams. Additionally, the rapid development of new communication technologies such as the Internet has accelerated this trend so that today, most of the larger organization employs virtual teams to some degree [2].
However, the foundations and theoretical development of virtual team research remain unclear. We propose that an important way to move forward is to accelerate the process of theorizing and theory appropriation. This article presents an in-depth analysis of the current state of the art of theory application and development in virtual team research.
R. Gardner, A. Kil, N. van Dam, "Research opportunities for determining the elements of early trust in virtual teams," Management Research Review, vol. 43, no. 3, pp. 350-366, 2020. ... Management Research (EJBMR) is a peer-reviewed international journal publishes bimonthly full-length state-of-the-art research papers, reviews, case studies ...
Proposition 68. Managing Virtual Teams. In a Word Virtual team management is the ability to organize and coordinate with. effect, a group whose members are not in the same location or time zone ...
At the beginning of my career, I worked for the health-care-software specialist HBOC. One day, a woman from human resources came into the cafeteria with a roll of tape and began sticking posters ...