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Presented by Robert L. ReumMGMT 6600 – Dr. Tang

March 14, 2012

Collaborating with Virtuality: Leveraging Enabling

Conditions to Improve Team Effectiveness

By Cristina B. Gibson, Ph.D.

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Author: Cristina B. Gibson, Ph.D. Education

B.A. in Psychology Ph.D. in Organizational Behavior

Grants and Awards 1998 NSF POWRE Award 2002 Ascendant Scholar Award 2002 Excellence in Research Award

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Author Continued

Publications 2 Books 34 Journal Articles 12 Book Chapters 1 Paper Under Review 5 Works in Process

Career Full Professor at UC Irvine Academy of Management Journal Editorial Board

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The Value of Teamwork

A Few Questions to Start

Relatively New Subject “…research on virtual teams is still in its

nascent stages.” (Badrinarayanan and Arnett, 2008)

Collaboration as a Competitive Advantage Innovative solutions at lower costs

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Virtual Teams Defined

“Virtual Team” “‘Teams who are interdependent in their

tasks who share responsibilities for outcomes and who see themselves, and are viewed by others, as a team.’” (Gibson, 2011)

Virtual vs. Co-Located Teams What is the difference?

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Key Factors of Virtuality

Four Key Factors: 1. Electronic Dependence 2. Geographic Dispersion 3. Diversity 4. Dynamic Structure

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Key Factors of Virtuality Continued

Electronic Dependence Reliance upon electronic mediated

communication to stay in touch and complete work Telephone Email Fax Teleconferencing

Degree of Virtuality How much is enough?

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Key Factors of Virtuality Continued

Geographic Dispersion Members work from many different

locations Regions Countries States Cities

Perceived vs. Actual Proximity Does one outweigh the other?

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Key Factors of Virtuality Continued

Cultural Diversity Virtuality makes it possible to bring together

members representing highly diverse groups Regions Nations Cultures Organizations

Sociotechnological Systems Social systems intertwined with technology

systems

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Key Factors of Virtuality Continued

Dynamic Structure Highly virtual teams have a structure that is

dynamic and evolving Participants may be unknown in advance

Special Skills Needed External adjustment skills help members

address the team’s dynamic nature

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The Role of Collaboration

Collaboration as an Engine for Innovation Creates a shared understanding and

increases knowledge development Very important to organization’s innovative

capabilities

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Virtual Collaboration: Framework

The Need for a New Framework There are many factors that affect the

effectiveness of a virtual team Leaders and members create conditions that

support effectiveness

Design Factors Must contribute to the establishment of

enabling conditions that increase effectiveness Factors help create the right support conditions

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Design Factors

Four Design Factors: 1. Organization and Team Structure 2. Information Technology 3. Team Members 4. Team and Work Processes

Additional Help Factors within factors?

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Design Factors Continued

Organizational and Team Structures Goals Leadership Task Design Social Structure

Objectives: Decrease power and hierarchical issues Acquire a full representation of the team

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Design Factors Continued

Information Technology Tools for electronic communication provide

the infrastructure for virtual collaboration What types? When and how used? Access?

Low Tech vs. High Tech Which is the preference?

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Design Factors Continued

Team Members Goal is to facilitate knowledge capture and

sharing Laterality Tolerance for Ambiguity Abilities Efficacy Beliefs External Connections

The Power of Networks Strength in numbers?

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Design Factors Continued

Team and Work Processes Communication Decision Making Conflict Resolution

A Call for Caution Increased opportunity for misunderstandings Consensus is more difficult to reach Conflict is more likely to be hidden

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Enabling Conditions

Enabling Successful Collaboration Requires careful management of design

factors to enable the right conditions.

Three Conditions: 1. Shared Understanding 2. Integration 3. Trust and Supportive Communication

Climate

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Enabling Conditions Continued

Shared Understanding Important to establish commonalities in

beliefs, expectations, and perceptions.

Key Understandings: Goals How to Achieve Goals Tasks Role and Contribution of Each Team Member

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Enabling Conditions Continued

Integration and Adjustment Establishes ways that different parts of an

organization can work together

Goals of Integration Create Value Develop Products Deliver Services

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Enabling Conditions Continued

Trust and Supportive Communication Climate Mutual trust and support in the team

Why is this so important? Tremendous Differences Interpersonal Cues Making Impressions About Team Members

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A Brief Summary

Amplification of Teamwork Benefits

Increased Efficiency

Must Leverage Enabling Conditions

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Final Thoughts

Definitive Benefits of Teamwork Can it be disputed?

Virtual vs. Co-Located Teams What if you don’t get it right?

The Future of Virtual Collaboration Will the ubiquitous adaptation to new

technologies render current strategies obsolete?

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References

Badrinarayanan, Vishag, and Arnett, Dennis B. (2008). Effective Virtual New Product Development Teams: An Integrated Framework. The Journal of Business & Industrial Marketing. (pp. 242-248).

Gibson, C.B. (2011). Collaborating with Virtuality: Leveraging Enabling Conditions to Improve Team Effectiveness. In Joyce S. Osland and Marlene E. Turner (Eds.), The Organizational Behavior Reader. (pp.298-309). Upper Saddle River: Pearson Prentice Hall.

Gibson, C.B., and Cohen, S.G. (2003). Virtual Teams That Work: Creating Conditions for Virtual Team Effectiveness. San Francisco: Jossey-Bass.

Gressgard, Leif Jarle. (2010). Virtual Team Collaboration and Innovation in Organizations. Team Performance Management. Vol. 17, No. ½, 2011. (pp. 102-119).

Ocker, Rosalie J., and Fjermestad, Jerry. (2008). Communication Differences in Virtual Design Teams: Findings from a Multi-Method Analysis of High and Low Performing Experimental Teams. Database for Advance Information Systems. 39. 1. February 2008. (pp. 51-67).

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Thank You

Questions?