By Cristina B. Gibson, Susan G. Cohen
Digital groups That paintings bargains a much-needed, entire guidebook for enterprise leaders and executives who are looking to create the organizational stipulations that would support digital groups thrive. each one bankruptcy during this very important e-book makes a speciality of top practices and comprises case stories and illustrative examples from a wide selection of businesses, together with British Petroleum, Lucent applied sciences, Ramtech, SoftCo, and Whirlpool company. those real-life examples reveal how the rules pointed out within the ebook play out inside digital groups. digital groups That paintings indicates how businesses can installed position the constitution to aid workforce individuals who communicate various languages and feature various cultural values boost powerful methods of speaking while there's little chance for the contributors to fulfill face-to-face. The authors additionally display how organisations can enforce functionality administration and gift platforms that would encourage crew participants to cooperate throughout a number of limitations. and so they supply the knowledge to figure out which applied sciences most sensible healthy quite a few virtual-team projects and the extent of knowledge expertise help wanted.
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Extra resources for Virtual Teams That Work: Creating Conditions for Virtual Team Effectiveness
Sample text
Can social capital be built over communications technologies rather than through face-to-face interaction (see Chapter Nine)? We expect that these elements of team structure that are critical in face-to-face settings will also be important in virtual settings. In addition, leadership is key. How do leaders emerge in virtual teams? What should virtual team leaders do to ensure effectiveness? Emergent leadership is the focus of Chapter Eight. Information technology provides the infrastructure for virtual collaboration.
To increase shared understanding in virtual teams, managers can start by composing teams with members who have similar backgrounds. Teams that have similar backgrounds—professional or demographic—are likely to find it easier to identify and resolve differences that arise. For example, a member of one of the silicon chip design teams we studied told us that one of the reasons that their virtual team was successful was that all team members had the same disciplinary background, which contributed to a deeper friendship than would have otherwise existed given their geographical distance.
Intrapreneuring. New York: HarperCollins, 1985. Rousseau, D. , Sitkin, S. , Burt, R. , and Camerer, C. ” Academy of Management Review, 1998, 23(3), 393–404. 13 S PART ONE ESTABLISHING THE FOUNDATION Shared Understanding, Integration, and Trust S S S PART ONE S INTRODUCTION Shared understanding was not a predictor of anything except effectiveness. It was an outcome of the way you do work. If you want to create shared understanding, the thing to operate on is the way that you do work and the way you work together.