Dynamics of Group Dan Team

8/18/2019 Dynamics of Group Dan Team

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Internal Group Dynamics, Team Characteristics,

and Team Effectiveness

A Preliminary tudy !" Virtual #eamsT !amayah, "rof Muhamad Jantan, Dr #i$$at Mohd %asurdin,

and Koay &ooi 'ing

#(stract

The advances in ICT and also the advent of the Internet have changed the way we

work in the new millenium. Virtual teamworking has already been practised

extensively in the West but in the case of Malaysia a developing country is still

struggling to get a strong foothold. In lieu of the above this study looks at the impact of internal group dynamics team characteristics on the effectiveness of a virtual team

among manufacturing companies in the northern region of Malaysia. ! "uestionnaire

survey was used to collect data from #$% virtual teams from the multinational firms

operating in &enang. The findings showed that team characteristics do not impact

internal group dynamics or team effectiveness' while internal group dynamics

correlates positively with virtual team effectiveness. !mong the dimensions it was

found that team member relations correlates positively with both team performance

and team member satisfaction while team leadership was found to correlates

positively with team member satisfaction. Thus it can be concluded that it is important

for managers to maintain proper composition and characteristics of the virtual team

while concentrate more effort on the team member relations and team leadership to

promote better team dynamics Communications among team members need to be

handled with care. (xessive communication using the wrong means such as

electronic communications may have negative effects and causes dissatisfaction

among team members. !t the same time increasingly the conventional co)located

*face)to)face+ teams will endeavor to improve its performance and effectiveness by

imitating some of the technologies and the characteristics of virtual team.

Introduction

#oday& $lobal 'irtual teams are playin$ an increasin$ly important role in international business by o""erin$ or$anizations t%e opportunity "or reac%in$ beyond traditional boundaries (Pauleen ) *oon$& 200+, .o/e'er& $lobal& multicultural& inter-or$anizational& 'irtual teams and t%e e""ecti'e use o" in"ormation and communicationtec%nolo$ies (C#s, present real and compellin$ c%allen$es to its "acilitators& as /ellas presentin$ to t%e teams unparalleled opportunities "or e1pandin$ on perspecti'e&approac%es& and ideas %ile researc% s%o/s t%at t%e de'elopment o" personalrelations%ips bet/een 'irtual team members is an important "actor in e""ecti'e/orin$ relations%ips& little researc% %as been conducted on t%e e""ects o" crossin$or$anizational& cultural& time and distance boundaries on relations%ip buildin$ in'irtual teams (Pauleen ) *oon$& 200+, #%e use o" 'irtual team %as outpaced our

understandin$ o" t%eir dynamics and uni4ue c%aracteristics International ,ournal of -nowledge Culture and Change Management Volume l www.Management,ournal.&ublisher)/ite.com

Copyright 0 Common 1round I//2 l #334)5$%3 *&rint+ I//2 #334)5$4$ *6nline+ &aper presented at the Third International Conference on -nowledge Culture and Change in 6rganisations 7ayview 7each 8esort &enang Malaysia

##)#3 !ugust %99 l www. ManagementConference.com

http://www.managementjournal.publisher-site.com/http://www.managementjournal.publisher-site.com/


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International ,ournal of -nowledge Culture and Change Management Volume .

+50

6ue to t%e rapid $ro/t% o" 'irtual teams in many $lobal or$anizations& especiallyto tae ad'anta$e o" t%e time zone di""erences by %a'in$ product de'elopment teamacross all sites to /or "or 27 %ours round t%e cloc rat%er t%an t%e normal sin$le site8 %ours per day& t%e ur$e to understand more on 'irtual team e""ecti'eness and itsinternal $roup dynamics %as been si$ni"icant As suc%& t%is researc% attempts to

understand more on t%e 'irtual team e""ecti'eness& team dynamics as /ell as t%ein"luence "rom team c%aracteristics suc% as team size and "unctional di'ersity on teamdynamics and team e""ecti'eness #%is researc% %as been desi$ned to test a $eneral%ypot%esis t%at 'irtual team e""ecti'eness is in"luenced by internal $roup dynamicsand team c%aracteristics Alt%ou$% t%ere %a'e been some studies done in esterncountries on related areas in di""erent conte1ts and settin$s& most o" t%ese are ine1perimental settin$s or in a more $eneral perspecti'e #%is study attempts toconcentrate on t%e internal $roup dynamics based on t%e responses "rom 'irtual teammembers t%at are /orin$ in multi-national or$anizations in t%e nort%ern re$ion o" Malaysia

Alt%ou$% t%ere are 'arious de"initions o" 'irtual teams& 9urey and aisin$%ani

(200+,& Potter& Balt%azard and Cooe(2000,& and Andres (2002, %a'e de"ined 'irtualteam as people /%o s%are a common purpose or $oal or are $i'en a speci"ic tas& andinteract interdependently (9urey ) aisin$%ani& 200+, and collaborati'ely(Andres&2002; Potter et al& 2000, /it%in a lar$er or$anizational settin$& /it% membersdispersed across multiple sites(Andres& 2002,& or$anizational& space& and


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+5+

Internal 1roup :ynamics Team Characteristics and Team (ffectiveness# amaya%& Pro" Mu%amad antan& 6r Aizzat Mo%d Fasurdin& and Koay .ooi 9in$

study& only a "e/ important dimensions o" internal $roup dynamics impact on teame""ecti'eness %a'e been considered

n addition& accordin$ to 6uarte and nyder (200+,& team c%aracteristics %a'e itsrole in determinin$ t%e internal $roup dynamics #%us& t%is researc% %as added t%iscomponent so as to understand "urt%er on %o/ team size and t%e teams "unctional

di'ersity impact t%e internal $roup dynamics At t%e same time& Pa$ell and 9ePine(2002, and a "e/ ot%er studies "ound t%at team c%aracteristics actually in"luence teame""ecti'eness& t%us t%e relations%ip o" team c%aracteristics& internal $roup dynamicsand team e""ecti'eness %as been modi"ied to re"lect t%is relations%ip& as depicted ini$ure + #%is "rame/or is based on t%e "indin$s "rom t%e literature re'ie/ed t%at"ollo/s:

nternal Group 6ynamics

H #eam Member elationsH #eam 9eaders%ipH ace-to-"ace CommunicationH ocial CommunicationH Electronic Communication

Virtual #eam E""ecti'enessH #eam Per"ormanceH #eam Member atis"action

#eam C%aracteristicsH #eam izeH unctional 6i'ersity

)igure *

#%eoretical "rame/ors "or 'irtual team e""ecti'eness and related 'ariables

Team Characteristics and Internal Group Dynamics6uarte and nyder (200+, stated t%at team dynamics are determined by complicated'ariables t%at relate to t%ree "actors: time& team en'ironment& and team compositiontoel (2002, in %is study commented t%at $roup researc% $enerally s%o/ed t%at lar$eteam size %as a ne$ati'e impact on $roup dynamics As cited in toels study& %a/(+DI5,& in an e1tensi'e re'ie/ o" $roup literature& noted t%at $roup size directlyin"luences $roup c%aracteristics n addition& %e noted t%at $roup size directlyin"luence member be%a'iors in an in'erse relations%ip; t%e lar$er t%e $roup& t%e less"re4uent t%e communication be%a'ior o" t%e $roup members Mullen (+D8I& as cited

by toel& 2002, reported results o" t/o meta-analyses e1aminin$ t%e relations%ip

bet/een $roup size and $roup participation be%a'iors #%e analyses s%o/ed t%at participation in classroom and in reli$ious $roups declined as $roup size increased


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imilarly& a$ner (+D8I,& as cited in toels study& in a study o" participatory be%a'iors in an assi$ned $roup pro=ect "or a class s%o/ed t%at t%e smaller t%e $roup&t%e more members participated in pro=ect preparation be%a'iors

As cited by Keller (200+,& t%e use o" cross-"unctional $roups can result in ne$ati'eoutcomes suc% as increased costs (Aita%lia& o%nson ) ill& +DDJ,& "elt stress& and

lo/er $roup co%esi'eness (6onnellon& +DD5; e%n& +DDI; /amidass ) Aldrid$e&+DD5, 6uarte and nyder (200+, stressed t%at a persons "unctional bac$round can$reatly a""ect %is or %er be%a'ior #%us& a "unctionally di'ersi"ied team /it% members"rom 'arious departments may potentially promote misunderstandin$& and cause t%eteam to %a'e tas and social dynamics t%at eep it in t%e sta$es o" problem sol'in$and con"lict resolution C%urc% (+DDJ,& on %is case study on di'ersity in /or$roupsettin$s& s%ared similar opinion and stressed t%at t%is di""erences o"ten create con"lict&and /%en %andled inappropriately& can result in poor per"ormance #%e discussionabo'e leads us to t%e "irst %ypot%esis and sub%ypot%eses:

.+: #eam c%aracteristics correlates ne$ati'ely /it% internal $roup dynamics

.+a: #eam size correlates ne$ati'ely /it% e1tent o" team member relation.+b: #eam "unctional di'ersity correlates ne$ati'ely /it% e1tent o" teammember relation

.+c: #eam size correlates ne$ati'ely /it% 4uality o" team leaders%ip

.+d: #eam "unctional di'ersity correlates ne$ati'ely /it% e1tent o" teamleaders%ip

.+e: #eam size correlates ne$ati'ely /it% e1tent o" "ace-to-"acecommunication

.+" : #eam "unctional di'ersity correlates ne$ati'ely /it% e1tent o" "ace-to-"acecommunication

.+$: #eam size correlates ne$ati'ely /it% social communication

.+%: #eam "unctional di'ersity correlates ne$ati'ely /it% socialcommunication

.+i: #eam size correlates ne$ati'ely /it% electronic communication

.+=: #eam "unctional di'ersity correlates ne$ati'ely /it% electronicommunication

Team Characteristics and Team Effectiveness

Past researc%es "ound t%at t%e lac o" trainin$ or t%e /ron$ team composition /ill produce critical sill $aps t%at /ill ine'itably lead to a decrease in o'erall team per"ormance (Casta& Bamber& %arp ) Belo%oube& 200+; C%urc%& +DD8, toel

(2002, %as s%o/n t%at team size in"luences $roup outcomes As cited by toel& inMullen (+D8I,& a meta-analysis o" classroom studies s%o/ed t%at as sc%ool class sizeincreased& student ac%ie'ement decreased Anot%er study (Green et al& +DD5& as cited

by toel& 2002, e1aminin$ t%e relations%ip bet/een $roup size and $roup outcome int%e /orplace "ound a ne$ati'e relations%ip bet/een 4uality o" t%e relations%ipamon$ team members and bot% /or $roup size and or$anization size An empiricalstudy o" rural %ospital consortia done by C%an et al (+DDD& as cited by toel& 2002,"ound a cur'ilinear relations%ip bet/een $roup size and outcome measures As $roupsize increased& operatin$ pro"it and re'enue per admission increased until an optimum$roup size /as reac%ed; once t%e $roup become too lar$e& t%e outcomes decreased/it% additional increases in t%e $roup size

Accordin$ to Pa$ell and 9ePines study (2002,& researc% on team composition$enerally attempts to lin t%e c%aracteristics o" indi'iduals /%o compose t%e teams to


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team processes and outcomes #%ey su$$ested t%at %etero$eneity promotes per"ormance i" t%e tas re4uires a 'ariety o" no/led$e& sills& abilities or ot%er c%aracteristics& and %omo$eneity promotes per"ormance /%en t%e tas re4uires a $reatdeal o" interpersonal interaction n addition& t%ere are some studies done on team sizet%at "ound t%at a team s%ould be composed o" t%e minimum number o" indi'iduals to

do t%e tas& %o/e'er& increased abo'e t%is minimum can create process losses t%atdetract "rom per"ormance (teiner& +DI2& as cited by Pa$ell ) 9ePine& 2002,

Accordin$ to 9o'elace et al (200+,& team "unctional di'ersity does not al/ays%a'e positi'e e""ects on per"ormance (c" Ancona ) Cald/ell& +DD2a& +DD2b;Betten%ausen& +DD+; e%n& +DDJ& +DDI; Kanter& +D88; imons& Pelled& ) mit%& +DDD,n a re'ie/& Betten%ausen (+DD+& as cited by 9o'elace et al& 200+, concluded t%at t%eo'erall e""ect o" di'ersity on team per"ormance is ne$ati'e& especially in times o" crisis or rapid c%an$e& because t%e ad'anta$es pro'ided by multiple perspecti'es areo"ten o""set by problems $eneratin$ consensus Fe/ product team researc%ers %a'e"ound similar results n t%e same study (9o'elace et al& 200+,& it is reported t%atAncona and Cald/ell (+DD2a: 338, concluded t%at "unctional di'ersity mi$%t result in

teams t%at %ad less "le1ibility& %ad less capacity "or team/or& /ere more open to political and $oal con"licts bet/een "unctions& and %ad more di""iculty in ac%ie'in$consensus .ence& t%is leads to t%e second %ypot%esis and sub%ypot%eses:

.2: #eam c%aracteristics correlates ne$ati'ely /it% team e""ecti'eness.2a: #eam size correlates ne$ati'ely /it% team per"ormance.2b: #eam "unctional di'ersity correlates ne$ati'ely /it% team per"ormance.2c: #eam size correlates ne$ati'ely /it% team member satis"action.2d: #eam "unctional di'ersity correlates ne$ati'ely /it% team member

satis"action

Internal Group Dynamics and Team Effectiveness

9urey and aisin$%ani (200+, in t%eir study on best practices in 'irtual teams "oundt%at se'eral dimensions in internal $roup dynamics /ere stron$ly positi'ely correlatedto t%e e""ecti'eness o" t%e teams As cited in Pa/ar and %ari"is (+DDI, study& t%esuccess"ul use o" teams is neit%er ne/& nor is it uni4ue to concurrent en$ineerin$ #%eearly >%uman relations@ studies includin$ t%e >.a/t%orne e1periments@ and#a'istocs >social-tec%nical@ systems %a'e %i$%li$%ted t%e e1tent t%at $roupsinteractions& t%eir co%esion and con"ormity could en%ance t%eir per"ormance in t%e/or place Accordin$ to Pauleen and *oon$ (200+,& t%e lin bet/een teame""ecti'eness and team member relations%ips is an important area o" study in 'irtual

teams tron$er relational lins %a'e been associated /it% %i$%er tas per"ormance(arentin and Beranel& +DDD, and t%e e""ecti'eness o" in"ormation e1c%an$e(aren et al& +DDI,

As cited by Potter et al (2000,& a study by atson and Mic%aelsen (+D88, s%o/edt%at a teams interaction style could a""ect per"ormance Group interaction styles aret%eorized to a""ect per"ormance because t%ey can impede or en%ance team membersability to brin$ t%eir uni4ue no/led$e and sills to bear on t%e tas& and t%e e1tent to/%ic% t%ey de'elop and consider alternati'e strate$ies "or approac%in$ t%e tas (.acman ) Morris& +DIJ& as cited by Potter et al, n $eneral& $roup interactionstyles a""ect communication and t%us team per"ormance by "acilitatin$ or %inderin$t%e e1c%an$e o" in"ormation amon$ team members

Klimosi and .ayess (+D80, study& as cited by Miles and Man$old (2002,& "oundt%at t%e amounts o" e""ort subordinates e1pend on t%e =ob& as /ell as t%eir


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per"ormance and /or satis"action& are in"luenced by t%e attitudes and be%a'iors o" t%eir super'isors #%is su$$est t%at a positi'e relations%ip bet/een team leaders andteam members in imperati'e to t%e /ell bein$ o" t%e or$anization Accordin$ to Milesand Man$old& t%ere are ot%er researc%es t%at %a'e "ocused on social interaction amon$team members and its contribution to satis"action Campion et al (+DD3,& as cited by

Miles and Man$old& "ound a si$ni"icant positi'e correlation bet/een employeessatis"action and t%e presence o" communication and cooperation bet/een $roupmembers Positi'e and si$ni"icant correlations /ere also "ound bet/een employeesatis"action and /orload s%arin$ and bet/een employee satis"action and socialsupport imilarly& Campion et al (+DD3, "ound a positi'e correlation bet/eenemployee satis"action and t%e le'el o" communication and cooperation /it%in t%e/or $roups it% t%e abo'e literature re'ie/& t%e "ollo/in$ %ypot%esis andsub%ypot%eses %a'e been "ormulated:

.3: nternal $roup dynamics correlates positi'ely /it% 'irtual team e""ecti'eness.3a: uality o" team member relation correlates positi'ely /it% team

per"ormance.3b: uality o" team member relation correlates positi'ely /it% team member satis"action

.3c: uality o" team leaders%ip correlates positi'ely /it% team per"ormance

.3d: uality o" team leaders%ip correlates positi'ely /it% team member satis"action

.3e: E1tent o" "ace-to-"ace communication correlates positi'ely /it% team per"ormance

.3" : E1tent o" "ace-to-"ace communication correlates positi'ely /it% teammember satis"action

.3$: E1tent o" social communication correlates positi'ely /it% team

per"ormance.3%: E1tent o" social communication correlates positi'ely /it% team member satis"action

.3i: Electronic communication correlates positi'ely /it% team per"ormance

.3=: E1tent o" electronic communication correlates positi'ely /it% teammember satis"action

Team Characteristics, Internal Group Dynamics and Team Effectiveness

Accordin$ to Keller (200+,& t%e use o" cross-"unctional $roups can result in ne$ati'eoutcomes n t%e same study& it stated t%at 9a/rence (+DDI, criti4ued t%e model

de'elopment and researc% on "unctional di'ersity and ot%er or$anizationaldemo$rap%ic 'ariables as placin$ a >blac bo1@ bet/een a demo$rap%ic 'ariable andoutcomes %e ar$ued t%at inter'enin$ sub=ecti'e or process 'ariables /ould adde1planatory 'ariance to t%eory about "unctional di'ersity and outcomes

.arris and .arris (+DD5, "ound t%at team per"ormance is %i$%est /%en t%edynamics o" $roup process can occur; and t%is is more liely to %appen /%en t%enumber o" participants is limited "or ma1imum interc%an$e #%is su$$ests t%atinternal $roup dynamics could be t%e mediatin$ 'ariable t%at enables t%e in"luence o" team c%aracteristics on team e""ecti'eness #%us& t%e "ollo/in$ %ypot%esis is "ormed:

.7: nterna l $roup dynamics mediates t%e relations%ip bet/een teamc%aracteristics and team e""ecti'eness


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Methodology

#%is is a cross-sectional correlational "ield study& conducted in an uncontri'eden'ironment #%ere is no strict control on t%e speci"ic type o" 'irtual teams& includin$

bot% ad %oc and lon$er-term 'irtual teams& as /ell as on t%e proportion o" team

members /orin$ "rom remote sites #%e unit o" analysis /as team and data /asobtained by means o" a 4uestionnaire "rom indi'idual respondents /orin$ in 'irtualteams A sample o" about D0 'irtual teams "rom multinational companies in Penan$/ould ser'e as t%e respondents in t%is study based on oscoes (+DIJ, rules o" t%umb"or determinin$ sample size (earan& 2000, /%ere it s%ould be pre"erably +0 times or more as lar$e as t%e number o" 'ariables in t%e study

Measuring Instruments

Team Characteristics

#%ere are t/o dimensions in team c%aracteristics: team size and "unctional di'ersity#eam size is measured by re4uestin$ t%e respondents to speci"y t%e total number o" team members in t%e 'irtual team t%at t%ey are re"errin$ to in t%e response in t%eection A o" t%e 4uestionnaire

unctional di'ersity is measured by an entropy-based di'ersity inde1 t%at measurest%e de$ree o" distribution across "unctional areas usin$ t%e mat%ematical e4uationde"ined by #eac%man (+D80,& and used by Ancona and Cald/ell (+DD2,& later by9o'elace et al (200+,& and Keller (200+, (as cited by 9o'elace et al& 200+; Keller&200+,

s

; L - & i (ln & i,

i L+

or team "unctional di'ersity or . "or %etero$eneity& i" t%ere are s possible"unctional areas included in a team& Pi is t%e probability t%at t%e team /ill be "ound int%e it% "unctional area Pi represents t%e "ractional s%are o" t%e team t%at is assi$ned toeac% "unctional area %en an area is not represented& t%e 'alue assi$ned to it is zero#%us& t%e di'ersity inde1 represents t%e sum o" t%e products o" eac% "unctions

proportion in t%e team and t%e natural lo$ o" its proportion nder t%is "ormula& t%e

$reater t%e distribution o" team members across di""erent "unctional units& t%e %i$%er t%e score /ould be "or "unctional di'ersity A minimum o" zero indicates t%at t%ereare teams t%at consist o" people "rom t%e same "unctional area& but "rom di""erent sitesor or$anizations #%us& teams /it% zero "unctional di'ersity are not cross-"unctionalteams #%e %i$%er t%e 'alue indicates t%e more "unctionally di'ersed is t%e 'irtualteam

#%is dimension is measured t%rou$% respondents ans/er to uestion +J inection A o" t%e 4uestionnaire& /%ere t%e brea do/n o" team members in eac%"unctional area is speci"ied

Internal Group Dynamics

#%e internal $roup dynamics is measured by adaptin$ "rom t%e 4uestionnaire used by9urey and aisin$%ani (200+, in t%eir study #%ere are 28 J-point 9iert scale


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4uestions in ection B o" t%e 4uestionnaire t%at mainly concentrates on team member


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relations and team process& /%ic% are used to measure t%e "i'e dimensions o" internal$roup dynamics in t%is study: team member relations& team leaders%ip& "ace-to-"acecommunication& social communication and electronic communication espondents/ill ans/er t%e 4uestion by indicatin$ t%eir le'el o" a$reement to t%e statement stated&ran$in$ "rom + "or Ntron$ly 6isa$ree to J "or Ntron$ly A$ree #%e a'era$e o" t%e

items representin$ eac% 'ariable /ill be taen as t%e score to indicate t%e le'el o" t%e'ariable

Team Effectiveness.

#eam e""ecti'eness is operationalized by adaptin$ t%e 4uestions "rom 9urey andaisin$%anis (200+, study #%ere are nine J-point 9iert scale 4uestions in ection Co" t%e 4uestionnaires #%e "irst "our 4uestions concentrate on t%e o'erall per"ormanceo" t%e 'irtual team& /%ile t%e ot%er "i'e 4uestions "ocuses on team memberssatis"action o" /orin$ in t%e 'irtual team

)indings

A total o" 370 copies o" 4uestionnaires /ere distributed& o" /%ic% 2ID /eresuccess"ully returned #%e response rate is 8205O rom t%e 2ID responses& ++ /erere=ected due to incomplete data and +7 /ere recei'ed 'ery late a"ter t%e conclusion o" t%e data analysis A total o" 2J7 4uestionnaires /ere used& and t%ese consist o" +J2teams& in /%ic% +02 /ere pairs& /%ile t%e ot%er J0 /ere sin$les (#%e J0 sin$les aret%e ones t%at only one team member responded, #able + presents t%e demo$rap%icand bac$round o" t%e respondents /%o participated in t%is sur'ey and #able 2 s%o/st%e in"ormation o" t%e or$anizations t%at in'ol'ed in t%is study& /%ereas #able 3analyzed t%e in"ormation re$ardin$ t%e 'irtual teams in t%is researc%


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Ta(le *

!espondents "rofile

"rofile Description )re+uency "ercent

#ge Belo/ 2J years 3+ +220

25-30 years ++8 7575

3+-3J years I2 283J

35-70 years 27 D7J

!'er 70 years 5 235

Gender Male +I0 55D3

Bemale 87 330I

Education 'evelP% 6 + 03D

Master 6e$ree 2J D87

Bac%elors 6e$ree +D0 I780

6iploma 35 +7+I

Certi"icate + 03D

.i$% c%ool and belo/ + 03D

Management 'evel

#op 9e'el o" Mana$ement + 03D

Middle 9e'el o" Mana$ement JD 2323

9o/er 9e'el o" Mana$ement 8D 3J07

Fon-mana$erial +0J 7+37

or-ing e.perience inthe organi$ation

Belo/ + year +D I78

+-2 years 5D 2I+I

3-7 years 77 +I32J-5 years J8 2283

I-8 years 2D ++72

D years and Abo'e 33 +2DD

%o of 'ocal Teams

Joined

0 +3 J+2

+ 53 2780

2 7D +D2D

3 J0 +D5D

7 +D I78

J 33 +2DD

J 2J D87

%o of /irtual Teams

Joined

0 7 +JI

+ DJ 3I70

2 52 277+

3 38 +7D5

7 20 I8I

J 27 D7J

J 8 3+J


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Ta(le 0

1rgani$ations "rofile

"rofile Description )re+uency "ercent

2ector of 1rgani$ation

emiconductor


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Team Duration%ort #erm 3I 2737

9on$ #erm ++J IJ55

!espondents6 !ole in

Team

#eam Member +82 I+5J

#eam 9eader 73 +5D3

E1ternal #eam upporter +I 55D!t%ers +2 7I2

!espondents Joined

Team since Team6s

Inception

*es D8 38J8

Fo +J5 5+72

#able 7 pro'ides t%e summary o" t%e descripti'e statistics o" t%e ma=or 'ariables int%is study /%ile #able J and #able 5 present t%e bi'ariate correlation usin$ PearsonCorrelation done on t%e ma=or 'ariables o" t%is study to determine t%e relations%ipsamon$ t%e dependent 'ariables and t%e independent 'ariables

Ta(le 7

Descriptive 2tatistics of Ma8or /aria(les

Ma8or /aria(les Mean 2td Deviation

unctional 6i'ersity 0D0 053

#eam ize +330 +7I+

#eam Member elations 3D2 07+

#eam 9eaders%ip 38J 07J

ace-to-ace Communication 32J 082

ocial Communication 3+7 05J

Electronic Communication 700 05+#eam Per"ormance 3I+ 07D

#eam Member atis"action 383 077

#as Comple1ity 388 0J0

Ta(le 9

Correlations (etween Team Characteristics and Internal Group Dynamics

)unctional Diversity Team 2i$e

)unctional Diversity +00 27QQ

Team 2i$e 27QQ +00

Team Mem(er !elations 02 0J

Team 'eadership -+7 -02

)ace:to:)ace Communication -07 +IQ

2ocial Communication -07 0I

Electronic Communication -+2 00

QQ pR 00+& Q pR 00J


14/23

Ta(le ;

Correlations (etween Team Characteristics, Internal Group Dynamics and

Team Effectiveness

Team "erformance Team Mem(er 2atisfaction

)unctional Diversity 02 03

Team 2i$e -08 0J

Team Mem(er !elations 7JQQ 5DQQ

Team 'eadership 28QQ J2QQ

)ace:to:)ace communication 0+ 25QQ

2ocial Communication +3 3JQQ

Electronic Communication +8Q 20Q

QQ pR 00+& Q pR 00J

&ypotheses Testing

All t%e %ypot%eses /ere tested usin$ multiple re$ressions n order to accept are$ression model as 'alid& all "i'e assumptions t%at need to be "ul"illed %a'e been'eri"ied #%e relations%ip is linear& t%e error term %as constant 'ariance& normal andindependent #%ere is no auto correlation problem and all t%e independent 'ariablesare independent All outliers t%at are beyond 2J0 standard error "rom mean %a'e beeneliminated "rom t%e re$ression analysis

.+ in'esti$ates t%e ne$ati'e relations%ips bet/een team c%aracteristics and internal$roup dynamics i'e separate multiple re$ressions %a'e been run to test "or t%is%ypot%esis as t%ere are "i'e dimensions o" t%e dependent 'ariable ummaries o" t%e

results are as stated in #able I rom t%e summary table& it is ob'ious t%at t%ere is nosi$ni"icant in"luence o" t%e team c%aracteristics on t%e teams internal $roupdynamics #%e coe""icient o" determination& -s4uare& "or t%e models ran$es "rom 00to 03& and t%e si$ni"icance le'el are "ar %i$%er t%an JO "or all "i'e models it% t%eabo'e result& it is concluded t%at .+ is not supported imilarly& all t%e sub-%ypot%esesare not supported as /ell


15/23

Ta(le <

Multiple !egression !esults for Team Characteristics versus Internal Group

Dependent /aria(le

Internal Group Dynamics

Team Mem(er

!elations

Team

'eadership

)ace:to:)ace

Communication

2ocial

Communication

Electronic

Communication

! 2+uare 02 03 03 00 0+

2ig 37 +5 +J 80 J2

Indep /ar

Team

Character:

istics2tandardi$ed Coefficients =3eta>

)unctionalDiversity 0+0 -0+7 002 -002 -0+0

Team 2i$e 005 -005 0+5 005 00+

QQ pR 00+& Q pR 00J

.2 in'esti$ates t%e ne$ati'e relations%ips bet/een team c%aracteristics and teame""ecti'eness #/o separate multiple re$ressions %a'e been run to test "or t%e%ypot%esis as t%ere are t/o dimensions in team e""ecti'eness #%e similar assumptions'eri"ications %a'e been done and t%e outliers eliminated #%e summary are as in #able8 rom t%e summary table& it is ob'ious t%at t%ere is no si$ni"icant in"luence o" t%eteam c%aracteristics on t%e teams e""ecti'eness at a 0J si$ni"icance le'el #%e

coe""icients o" determination& s4uare& "or bot% models are 0+ As a result& it isconcluded t%at .2& as /ell as all its sub-%ypot%eses are not supported

Ta(le ?

Multiple !egression !esults for Team Characteristics versus Team Effectiveness

Dependent /aria(les

Team Effectiveness


! 2+uare 0+ 0+

2ig J8 JD

Indep /ars 2td Coefficients =3eta>

Team Characteristics

)unctional Diversity

Team 2i$e

00I 005

-008 00J

QQ pR 00+& Q pR 00J

.3 in'esti$ates "or t%e e1istence o" positi'e relations%ips bet/een internal $roup

dynamics and 'irtual team e""ecti'eness #%e summary is as reported in #able D Bot%models o" re$ression /it% internal $roup dynamics as t%e independent 'ariable 'ersus


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team per"ormance and team member satis"action as t%e dependent 'ariables aresi$ni"icant at +O si$ni"icance le'el #%is indicates t%at internal $roup dynamicssi$ni"icantly impact t%e team e""ecti'eness #%us& .3 is supported n terms o" sub-%ypot%eses& it is "ound t%at team member relations correlate positi'ely to bot% team

per"ormance and team member satis"action at +O si$ni"icance le'el #eam leaders%ip

only correlates positi'ely to team member satis"action at +O si$ni"icance le'elElectronic communication is "ound to %a'e ne$ati'e impact on team member satis"action at JO si$ni"icance le'el As a conclusion on t%e sub-%ypot%eses& only .3a&.3b and .3d are supported& /%ile .3= is not supported due to t%e ne$ati'e impactinstead o" positi'e on team member satis"action

Ta(le @

Multiple !egression !esults for Internal Group Dynamics versus Team

Effectiveness

Dependent /aria(les

Team Effectiveness


! 2+uare 2+ QQ 55QQ

2ig 00 00

Indep /ars

Team Mem(er !elations

Team 'eadership

)ace:to:)ace Communication

2ocial Communication

Electronic Communication

2td Coefficients =3eta>

03D QQ 05J QQ

0+2 02D QQ

-00J 007

-000 00J

002 -0++ Q

QQ i$ni"icant at 0+ le'el (2-tailed,

Q i$ni"icant at 0J le'el (2-tailed,.7 in'esti$ates t%e role o" internal $roup dynamics as a mediator bet/een team

c%aracteristics and 'irtual team e""ecti'eness A 'ariable may be considered amediator to t%e e1tent in /%ic% it carries t%e in"luence o" a $i'en independent 'ariable(V, to a $i'en dependent 'ariable (6V, Accordin$ to McKinnon et al. (+DDJ,&mediation is $enerally present /%en:

+ #%e V si$ni"icantly a""ects t%e mediator (Attitude,;

2 t%e V si$ni"icantly a""ects t%e 6V in t%e absence o" t%e mediator;3 t%e mediator %as a si$ni"icant uni4ue e""ects on t%e 6V; and7 t%e e""ect o" t%e V on t%e 6V s%rins upon t%e addition o" t%e mediator to t%e

model Baron and Kenny (+D85, %as "ormulated t%e steps and conditions toascertain /%et%er "ull or partial mediatin$ e""ects are present in a model

.o/e'er& "rom t%e pre'ious %ypot%eses testin$ t%at %a'e been done& t%e result"rom .+ and .2 %a'e s%o/n t%at t%e models "or t%ese t/o relations%ips do not e1istince t%ere are no relations%ips bet/een team c%aracteristics and team dynamics& and

bet/een team c%aracteristics and team e""ecti'eness& %ence& it can be in"erred t%atinternal $roup dynamics do not mediate t%e relations%ips bet/een team c%aracteristics

and 'irtual team e""ecti'eness


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#%e summary o" "indin$s indicated t%at team c%aracteristics do not %a'e si$ni"icantimpact on internal $roup dynamics and team e""ecti'eness Alt%ou$% t%e re$ressionmodel "or .3 "or internal $roup dynamics 'ersus team e""ecti'eness is si$ni"icant& acloser in'esti$ation on t%e coe""icients re'eals t%at only team member relationscorrelates positi'ely to team per"ormance& /%ile only team member relations& and

team leaders%ip correlates positi'ely to team member satis"action !n t%e ot%er %and&electronic communication actually correlates ne$ati'ely /it% team member satis"action at JO si$ni"icance le'el .7 t%at relates to t%e mediatin$ role o" teamdynamics in t%e relations%ip bet/een team c%aracteristics and team per"ormance isalso not supported& e'en t%ou$% .3 and t%e re$ression model "or team c%aracteristicsand internal $roup dynamics 'ersus team e""ecti'eness is si$ni"icant

Discussion

Impact of Team Characteristics on Internal Group Dynamics#%e results "rom t%e testin$ o" .ypot%esis + s%o/ t%at bot% team size and team"unctional di'ersity does not in"luence internal $roup dynamics Based on t%eliterature "indin$s& t%ere are $enerally t/o sc%ools o" t%ou$%t on team sizes in"luenceon internal $roup dynamics ome past researc%ers "ound t%at /%en a teams sizeincreases o'er 20& t%e team dynamics decreases (Bal ) #eo& 2000; toel& 2002, !nt%e ot%er %and& anot%er $roup o" researc%ers /ere o" t%e opinion t%at it isinappropriate to limit t%e team to a speci"ic size as it needs to be lar$e enou$% to %a'et%e sills and e1pertise to $et t%e tas completed& /%ile tec%nolo$y %as made it easier "or people to communicate and "eel less in%ibited about o""erin$ ne/ t%ou$%ts andopinions (6uarte ) nyder& 200+; .arris ) .arris& +DD5, #%us& t%ere is no Nri$%tsize "or a team& alt%ou$% t%ey do not re=ect t%e potential ne$ati'e impacts t%at mayoccur

#%is su$$ests t%at in t%is studys conte1t "or a 'irtual team& t%e second sc%ool o" t%ou$%t seems to be pre'alent #%is "indin$ could be due to a "e/ reasons irstly& asstated in t%e pre'ious section& a team needs to be bi$ enou$% to encompass all t%esills and resources re4uired "or a speci"ic tas #%us& a small team can be 'erylimited in terms o" sill sets& /%ile a lar$er $roup %as more potential to /or on more'ariety o" tass or lar$er pro=ects Alt%ou$%& as team size $ro/s bi$$er& teammembers tend to "orm sub$roups (6uarte ) nyder& 200+,& and t%is could possiblycreate con"licts amon$ t%ese sub$roups and a""ects t%e team member relations

.o/e'er& /it% t%e ease o" tec%nolo$y usa$e "or most o" t%e %i-tec% multinationalcorporations& in /%ic% t%e sample o" t%is study is based on& t%is %as seemed to beo'ercome #%is coincides /it% 6uarte and nyders (200+, claimed t%at tec%nolo$ymaes a lar$er impact on lar$er $roups t%an /it% smaller $roups 6ue to t%is& t%e

positi'e e""ects and ne$ati'e e""ects could %a'e compensated eac% ot%er and t%us t%eo'erall impact on team dynamics %as become insi$ni"icant #%is may also indicatet%at t%e relations%ip bet/een team size and e""ecti'eness is actually non-linear& /%eree""ecti'eness increases /it% size up to an optimal 'alue beyond /%ic% t%ee""ecti'eness /ill decrease

n addition& anot%er possible reason could %a'e been t%e nature o" 'irtual teamitsel" Alt%ou$% t%ere are many members in t%e team& most o" t%e time t%e

communication could %a'e been dominated by a "e/ ey players #%us& alt%ou$% t%e


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actual team size is lar$e& t%e number o" acti'e team members is limited (9ipnac )tamps& +DDI& as cited in Bal ) #eo& 2000, As a result& t%e potential ne$ati'e impacto" lar$e team size is not e1perienced by t%e team members #%is does not a""ect teammember relations& team leaders%ip& and all means o" communications "or $roupdynamics

!n t%e ot%er %and& t%e "irst sc%ool o" t%ou$%t o" past researc%es on team size could%a'e been pro'en true in t%is study as /ell #%e non-impact o" team size on internal$roup dynamics could %a'e been due to t%e data obtained "or t%is study t is obser'edt%at about IIO o" t%e team sizes collected in t%is study is o" size +J members or less(#able 3, and t%e o'erall mean is only appro1imately +3 members in a team (#able 7,!nly a small percenta$e o" t%e teams are %a'in$ more t%an +J members in a team#%e mean o" t%e team size in t%is study %as not met t%e limit o" 20 as set by some pastresearc%ers t%at could %a'e %indered $roup dynamics #%us& t%e ne$ati'e impact couldnot be obser'ed in t%is study

imilarly& in terms o" teams "unctional di'ersity& t%ere are also t/o main sc%ools

o" t%ou$%ts ome ar$ued t%at %i$%ly "unctional di'ersi"ied team %as t%e ad'anta$e o" multiple resources and sills (9o'elace et al& 200+; Pauleen ) *oon$& 200+; Pa/ar )%ari"i& +DDI; osi ) un$& 2002,& /%ile ot%ers see it as a potential %indrance to$roup dynamics (C%urc%& +DDJ; 6uarte ) nyder& 200+, Proe%l (+DDI, and Keller (200+, addressed bot% positi'e and ne$ati'e impacts o" "unctional di'ersity o" team

.o/e'er& t%e "indin$s "rom .ypot%esis + s%o/ t%at bot% positi'e and ne$ati'eimpacts could %a'e compensated eac% ot%er in t%e 'irtual team settin$s& producin$ aneutral (and t%ere"ore insi$ni"icant, impact on team dynamics in t%is researc%sconte1t #%is pro'ides ans/ers to t%e researc% 4uestion t%at team c%aracteristics donot in"luence team dynamics

Beside t%e reasons mentioned abo'e& "unctional di'ersity is t%e essence and t%e

nature o" a 'irtual team #%us& t%e multinational corporations t%at adopted 'irtual teamcould %a'e been 'ery cautious /%en implementin$ t%is concept in t%e or$anizationsAs a result& t%e team members could %a'e been pro'ided /it% su""icient trainin$ and

preparations prior to t%e "ormin$ o" t%e 'irtual team .ence& t%e ne$ati'e impact o" "unctional di'ersity does not pre'ail and t%e team members relations are not a""ected

n addition& as obser'ed in #able 3& most o" t%e team consists o" members "rom oneor t/o departments (7708O,& and in'ol'in$ only t/o di""erent sites or or$anizations(7708O, #%is indicates t%at t%e di'ersity le'els o" t%e teams are 4uite lo/ #%us& t%e

possible ne$ati'e impact o" %i$%ly "unctional di'ersi"ied team on team dynamics isnot easily obser'ed in t%is study urt%ermore& it is obser'ed t%at IJ55O o" t%e'irtual teams in t%is study are lon$ term& /%ile only 750JO o" t%e 'irtual teams %a'e

been in e1istence "or less t%an a year More t%an J0O o" t%e teams %a'e been ine1istence "or more t%an a year su$$ests t%at most o" t%ese teams could %a'e been/orin$ to$et%er repeatedly "or lon$ enou$% to build up t%e understandin$ and $oodrelations%ips amon$ t%emsel'es& and %a'e a stron$ trust amon$ eac% ot%er to /or ont%e assi$ned tass Conse4uently& t%e team members /or to$et%er /ell andcompensated t%e possible team dynamics lost due to "unctional di""erences andcon"licts

Impact of Team Characteristics on Team Effectiveness

indin$s "rom .ypot%esis 2 s%o/ t%at t%e impact o" team size and "unctional di'ersityon team e""ecti'eness is insi$ni"icant imilarly& team size and "unctional di'ersity are


19/23

claimed to %a'e di""erent impacts on team e""ecti'eness by di""erent researc%ersome "ound t%at team composition /%ic% are bi$ and "unctionally di'ersi"ied /ouldine'itably lead to a decrease in o'erall team per"ormance (Casta et al& 200+; C%urc%&+DD8; 9o'elace et al& 200+; toel& 2002,& /%ile ot%ers tae t%is as an opportunity "or

better per"ormance due to t%e di'ersi"ied sill sets a'ailable .o/e'er& t%ey did not

deny t%e potential ne$ati'e impact "rom bad team composition (Pa$ell ) 9ePine&2002,#%is could be due to t%e 'irtual team conte1t t%at t%is study is based on ince team

size and "unctional di'ersity %as become t%e main reasons /%y most or$anizationsadopt 'irtual team& t%e team "ormation process could %a'e been carried out /it% $reatcaution& and as suc%& t%e ne$ati'e impact does not pre'ail n addition& as statedabo'e& t%e mean team size o" t%is study is less t%an +J& t%e "unctional di'ersity is nottoo %i$%& and t%e team members are /ell selected; t%ere"ore& t%e potential ne$ati'eimpact %as been "ound to be insi$ni"icant #%us& indicatin$ t%at team c%aracteristicsdo not in"luence team e""ecti'eness in t%is study

6ampa dari Grup nternal dinamia tim e"eti'itas

6ari temuan untu %ipotesis 3& ditemuan ba%/a dinamia elompo internalmempen$aru%i e"eti'itas tim secara si$ni"ian 6inamia elompo internal yan$

positi" yan$ uat aan memba/a e"eti'itas tim yan$ lebi% bai Famun& antara limadimensi dinamia elompo internal dalam studi ini& itu adala% menemuan ba%/a%ubun$an an$$ota tim bermain peran palin$ pentin$ dalam mempromosian timiner=a dan epuasan an$$ota tim Perara ini bertepatan den$an temuan palin$mele/ati penelitian (9urey ) aisin$%ani& 200+; Pauleen ) su/adi& 200+; Pa/ar )%ari"i& +DDI; Potter et al& 2000, 6en$an demiian& tim 'irtual yan$ memilii

%ubun$an an$$ota tim uat cenderun$ untu melauan bai dalam tu$as yan$diberian epada merea& serta mempromosian epuasan antara an$$ota tim nisan$at /a=ar seba$ai psiolo$is& an$$ota tim yan$ tida merasa puas beer=a dalamtim aan men$alami esulitan melauan tu$as-tu$as yan$ diberian secara e"eti"

elain itu& itu =u$a ditun=uan ba%/a epemimpinan tim uat aan menin$atanepuasan an$$ota tim .al ini mirip den$an temuan-temuan dari Klimosi dan .ayes(+D80, seperti diutip dalam mil dan Man$old (2002, 6en$an demiian& peran dan

pen$aru% dari seoran$ pemimpin tim 'irtual %arus tida perna% diabaianKemampuan or$anisasi untu memili% andidat yan$ tepat untu memimpin sebua%tim aan menentuan eber%asilan tim 'irtual6i sisi lain& daripada memilii dampa positi" pada tim e"eti'itas& omuniasi

eletroni yan$ ditemuan secara ne$ati" mempen$aru%i iner=a tim secaraeseluru%an ni bisa disebaban ole% sentu%an manusia %ilan$ etia omuniasieletroni yan$ di$unaan terlalu luas #ida dira$uan la$i pen$$unaan yan$ tepatdari omuniasi eletroni dapat memperbaii omuniasi antara an$$ota tim 'irtual&tetapi man"aat tida berlau etia an$$ota tim merasa uran$ puas beer=a dalam timadi& untu men=a/ab pertanyaan penelitian& dinamia elompo internal yan$ uat

berorelasi positi" den$an tim e"eti'itas eba$ai $rup internal dinamiamenin$atan& menin$atan e"eti'itas tim dalam ara% yan$ samaementara itu& dari temuan %ipotesis 2& %al ini men$amati ba%/a omuniasi tatapmua dan omuniasi sosial tida mempen$aru%i e"eti'itas tim ni si$ni"ian arenatida ada banya 'ariasi pada edua 'ariabel ni bisa disebaban ole% %arimemperlambat pada ondisi eonomi $lobal eba$ai silus bisnis %its palun$an&seba$ian besar perusa%aan multinasional tela% diteban$ di per=alanan& den$an


20/23

demiian tida menyelamatan cuup dana untu mem"asilitasi omuniasi tatapmua dan omuniasi sosial eba$ai %asilnya& pertemuan tatap mua dan e$iatansosial tela% beruran$& menyebaban esempatan untu men$alami man"aat tatapmua omuniasi dan omuniasi sosial %arus minimal& se%in$$a uran$ 'ariasi

Keterbatasan

Mesipun penelitian ini tela% ber%asil mencapai tu=uannya dinyataan& ada beberapa eterbatasan yan$ tela% diamati Karena eterbatasan /atu dan sumber daya& studi ini tela% memili% untu memili% sampel terbatas dari perusa%aanmultinasional manu"atur di deatnya 6en$an demiian& ini tela% diecualian

perbedaan-perbedaan yan$ mun$in yan$ dapat diamati etia industri =asa disertaan!le% arena itu& temuan dari studi ini tida men=adi umum untu industri =asa elainitu& arena perbedaan dalam uuran or$anisasi multinasional di deatnya& temuanmun$in a$a bias ter%adap perusa%aan-perusa%aan besar yan$ mana tim 'irtual laintersedia untu pen$ambilan sampel penelitian inielain itu& /alaupun tim 'irtual terdiri dari an$$ota dari mana sa=a di dunia& emua

responden penelitian ini datan$ dari situs loal yan$ lebi% muda% diases eba$aiaibatnya& tim 'irtual ebanyaan di/aili melalui Malaysia persepsi Karena /ar$aMalaysia yan$ di$unaan untu %idup dalam lin$un$an den$an oran$-oran$ dari

berba$ai latar belaan$ budaya& merea tin$$i di oleti'isme (.o"stede& +D80& sepertidiutip dalam Kennedy ) Mansor& 2000, dan bisa memilii tin$at toleransi dan

penerimaan yan$ lebi% tin$$i pada perbedaan budaya (Abdulla%& +DD2& seperti diutipdalam aouadi& 2000,& den$an demiian mempen$aru%i %asil dari studi ini elain itu&

beberapa tim 'irtual di/aili ole% %anya satu #ermo%on setiap tim& arena pembentuan tim 'irtual satu an$$ota per situs& ini dapat menimbulan beberapa biase respon untu di$unaan untu me/aili tim Famun& untu tim yan$ di/aili ole%dyads& tela% ada tantan$an besar untu memastian ba%/a dua responden menan$$api

pertanyaan yan$ dia=uan berdasaran tim yan$ sama tanpa dipen$aru%i ole% pen$alaman merea di tim 'irtual lainelain di atas& ada beberapa daera% abu-abu yan$ diidenti"iasi dalam studi ini

ber%ubun$an den$an de"inisi tim 'irtual Ada berba$ai tin$at 'irtual beer=aBeberapa tim terdiri dari %anya satu atau dua an$$ota dari loasi lain den$anmayoritas an$$ota tim dari satu situs& sementara yan$ lain memilii an$$ota yan$membentan$ di seluru% loasi yan$ berbeda secara merata Beberapa tim melibatan%anya dua situs sementara oran$ lain melibatan %in$$a lebi% dari lima loasi situstudi ini tida termasu tim den$an semua an$$ota dari situs yan$ sama& namundipisa%an ole% antor-antor yan$ berbeda& beberapa blo =au%nya& di $edun$ yan$sama di lebi% dari J0 ai terpisa% seperti yan$ dide"inisian ole% Pape (+DDI, seba$ai

diutip ole% o%nson et al (200+, elain itu& ada beberapa tim 'irtual yan$ san$atin"ormal di alam #im ini %anya bertemu dan mendisusian masala%-masala% mereaarena muncul& dan bera%ir se$era setela% masala% diselesaian dalam =an$a san$at

pende eba$ai aibatnya& tim ini mun$in memilii pen$alaman yan$ san$at berbeda dibandin$an den$an tim 'irtual =an$a pan=an$ yan$ tela% secara resmidibentu

A%irnya& dalam studi ini& ada tida ada pen$uuran dilauan pada "reuensi/a=a%-to-"ace pertemuan tim 'irtual !le% arena itu& ita tida bisa menilai apaadala% tin$at 'irtual tim Beberapa tim mun$in memilii san$at serin$ pertemuantatap mua sementara yan$ lain tida perna% memilii apapun ni mun$in berpotensi

mempen$aru%i eseluru%an temuan dari studi ini arena beberapa dari respondenmun$in tela% berurusan den$an elompo yan$ sama berulan$-ulan$ be$itu serin$ ba%/a merea tida be$itu arab den$an satu sama lain se%in$$a ba%an tanpa tatap


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mua pertemuan searan$ tida mempen$aru%i %ubun$an an$$ota tim dan time"eti'itas elain semua %al di atas disebutan& san$at pentin$ untu men$amati

ba%/a uuran sampel untu studi ini san$at ecil& den$an demiian dapat membatasi$eneralizability dari studi ini untu ne$ara atau industri lain

Conclusion

tudi ini didirian terutama untu men$u=i e"eti'itas tim 'irtual& dan usa%a daritim arateristi& dan dinamia elompo internal Mesipun berba$ai endala untu studi ini& %asil tela% mendoron$ tela% ber%asil titi teran$ untu mana=er dan or$anisasi

=adi untu lebi% bai men$elola tim 'irtual merea untu mencapai tu=uan merea dantu=uan untu eun$$ulan ompetiti"

an$at pentin$ ba$i para mana=er untu men=a$a omposisi tepat danarateristi dari 'irtual tim& sementara beronsentrasi usa%a lebi% lan=ut tentan$%ubun$an an$$ota tim dan tim epemimpinan untu mempromosian lebi% bai dinamia tim Komuniasi antara an$$ota tim %arus ditan$ani den$an %ati-%atiBerlebi%an omuniasi men$$unaan sarana sala%& seperti omuniasi eletroni&

mun$in memilii ne$ati" e"e dan menyebaban etidapuasan di antara an$$otatim

#im 'irtual aan terus men=adi pili%an ba$i perusa%aan untu tetap di depansemua pesain$ merea dalam %al /atu dan e"eti'itas Pada saat yan$ sama&semain& tim (tatap mua, bertempat bersama on'ensional aan berusa%a untu menin$atan iner=anya serta e"eti'itas den$an meniru beberapa tenolo$i danarateristi tim 'irtual 6alam /atu deat& tida mun$in ada perbedaan antara duaarena si"at meresap tenolo$i seluru% or$anisasi palin$ modern 6en$an demiian&studi ini aan ber"un$si seba$ai pedoman untu tida %anya tim 'irtual sendirian&tetapi semua on'ensional bertempat bersama tim lainnya =u$a

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Casta& P& Bamber& C & %arp& M ) Belo%oube& P (200+, actors a""ectin$ success"ulimplementation o" %i$% per"ormance teams #eam Per"ormance Mana$ement& Vol I&

Fo I/onderland@ o" 'irtual teams Eournalo" orplace 9earnin$& Vol +3& Fo +& 200+& 27-2D


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Keller& # (200+, Cross-"unctional Pro=ect Groups n esearc% and Fe/ Product6e'elopment: 6i'ersity& Communications& ob tress& and !utcomes Academy o" Mana$ement ournal& Vol 77& Fo 3& 200+& J7I-JJJ

Kennedy& ) Mansor& F (2000, Malaysian Culture and #%e 9eaders%ip o" !r$anizations:A G9!BE tudy Malaysian Mana$ement e'ie/& 6ecember 2000& 77-J3

9o'elace& K& %apiro& 6 9 ) ein$art& 9 (200+, Ma1imizin$ Cross-unctional Fe/Product #eams nno'ati'eness And Constraint Ad%erence: A Con"lict CommunicationsPerspecti'e Academy o" Mana$ement ournal& Vol 77& Fo 7& 200+& IID-ID3

9urey& ) aisin$%ani& M (200+, An empirical study o" best practices in 'irtualteams n"ormation ) Mana$ement& 38& J23-J77

McKinnon& 6 P& arsi& G& and 6/yer& . (+DDJ,& A simulation study o" mediated e""ectmeasures Multi'ariate Be%a'ioral esearc%& Vol 30& Fo+& 7+-52

Miles& ) Man$old& G (2002, #%e impact o" team leader per"ormance on team member satis"action: t%e subordinates perspecti'e #eam Per"ormance Mana$ement& Vol 8& FoJ


23/23

Centre "or Policy esearc%& /%ic% primarily loos at policies "or t%e national$o'ernmentDr #i$$at Mohd %asurdin %as tau$%t courses in !r$anizational Be%a'ior at t%eunder$raduate le'el %e %as super'ised numerous MBA students in t%e "ields o" !r$anizational Be%a'iour e is also currently super'isin$ numerous students at t%e

MA and P%6 le'els %e %as also presented numerous papers at local andinternational con"erences %e is also acti'e in researc% publications %a'in$ publis%edresearc% papers in se'eral local and international =ournals o" repute %e is currently.ead o" 6epartment o" !r$anization ection& c%ool o" Mana$ement& ni'ersitiains MalaysiaMs Koay &ooi 'ing /as a post$raduate "rom ni'ersiti ains Malaysia .er researc% "ocused on Virtual #eams composition and dynamics and its impact one""ecti'eness in %er Master o" Business Adminstration (MBA, %e currently ser'es inone o" t%e MFCs in Penan$& Malaysia

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