Abstract: We investigated the relationship between team empowerment and virtual team performance and the moderating role of the extent of face-to-face interaction using 35 sales and service virtual teams in a high-technology organization. Team empowerment was positively related to two independent assessments of virtual team performance— process improvement and customer satisfaction. Further, the number of face-to-face meetings moderated the relationship between team empowerment and process improvement: team empowerment was a stronger predictor for teams that met face-toface less, rather than more, frequently.

Abstract: This article addresses the broad question, How can virtual teams that manage a majority of their interactions through information and communication technologies (ICTs) be made more effective? Focusing specifically on interpersonal interactions, the task-technology fit paradigm is used as the foundation for a theoretical model that seeks to identify how such teams can match available communication technologies to the different types of interpersonal interactions in which they engage. The authors draw on media synchronicity theory to identify the functionalities of the wide range of ICTs available today, and map these functionalities onto the salient communication needs of 3 key interpersonal processes: (a) conflict management, (b) motivation and confidence building, and (c) affect management. The model also incorporates a temporal dimension examining how the communication needs, and hence, the need for ICT functionality, varies depending on the virtual team's developmental stage. Opportunities for future research arising from the theoretical model are discussed.

Abstract: Effective Teamwork provides all the tools necessary to help teams become more effective, including case studies, discussion questions, exercises and questionnaires. Drawing on psychological research, the text examines those factors which prevent and promote team effectiveness. The second edition includes new chapters on creating teams and on conflicts in teams. Now includes more material on team leadership, on the sorts of tasks that are best done by teams, and on the relationship between working in teams and mental health. Contains new sections on introducing teamwork, on virtual team working and team working across national boundaries, on emotions in teams, and on trust within and between teams.

Abstract: Seeks to determine the impact managerial controls have on the effectiveness of virtual teams. Using an experimental design compares self‐directed virtual teams to counterparts where behavior controls are used as a method of managerial control. The data were collected using 51 student teams of three or four members each from three different countries. The results indicate that the most satisfied team members were in virtual teams with effective coordination and communication. Members of self‐directed virtual teams report higher individual satisfaction with the team and project, while different control structures had no significant impact on virtual team performance. Future research should investigate how these findings generalize to organizational workers, rather than just looking at students. This paper is just a first step investigating one type of managerial control: behavior controls. The small amount of research that has been published on virtual teams has primarily concentrated on self‐directed teams...

Abstract: Executive Overview In the fast-paced, technology-driven 21st century, virtual project teams represent a growing response to the need for high-quality, low-cost, rapid solutions to complex organizational problems. Virtual project teams enable organizations to pool the talents and expertise of employees (and non-employees) by eliminating time and space barriers. Yet, there is growing evidence that virtual teams fail more often than they succeed. To understand the factors that contribute to virtual team effectiveness, we tracked six virtual project teams from a large food distribution company from inception to project delivery. We identified factors at each stage of the virtual-team life cycle that affected team performance. These results provide specific examples of what managers can do, at various points in time, to increase a virtual team's chances to fully develop and contribute to firm performance.

Abstract: A new impetus for greater knowledge-sharing among team members needs to be emphasized due to the emergence of a significant new form of working known as 'global virtual teams'. As information and communication technologies permeate every aspect of organizational life and impact the way teams communicate, work and structure relationships, global virtual teams require innovative communication and learning capabilities for different team members to effectively work together across cultural, organizational and geographical boundaries. Whereas information technology-facilitated communication processes rely on technologically advanced systems to succeed, the ability to create a knowledge-sharing culture within a global virtual team rests on the existence (and maintenance) of intra-team respect, mutual trust, reciprocity and positive individual and group relationships. Thus, some of the inherent questions we address in our paper are: (1) what are the cross-cultural challenges faced by global virtual teams?; (2) how do organizations develop a knowledge sharing culture to promote effective organizational learning among culturally-diverse team members? and; (3) what are some of the practices that can help maximize the performance of global virtual teams? We conclude by examining ways that global virtual teams can be more effectively managed in order to reach their potential in this new interconnected world and put forward suggestions for further research.

Abstract: This paper examines the nature of virtual teams and their place in the networked economy. It presents a framework for categorising virtual teams and argues that fundamental changes have taken place in the business environment which force people and organisations to operate in 'two spaces' simultaneously: the physical space and the electronic space. It highlights some of the issues of trust and identity that exist in virtual teams and argues that, due to certain barriers, only a small proportion of these teams reach a satisfactory level of performance. Using the evidence from two recent sets of studies, it highlights some of the barriers to effective virtual team working and demonstrates the critical importance of trust and social bonding to the functioning of such teams. It reports on the use of a 'Community of Practice' in a virtual team and argues that this may provide one mechanism for overcoming some of the barriers. Finally, it argues that many of the problems stem from a lack of understanding of the new geography of the information economy and that, rather than accepting the notion that 'geography no longer matters', continued efforts must be made to understand the relationship between the physical world in which we live and the electronic world of virtual team working.

Abstract: List of Figures and Tables. Preface for the Collaborative Work Systems Series. Appreciations. Introduction: Getting the Most From this Resource. PART I: DESIGN. Chapter 1: Mapping Out the Creative Process and Work Design Approach. Major Approaches in the Study of the Creative Process. Stages of the Virtual Team Creative Process Model. Work Design Approaches Used During the Creative Process. Assessment Tool: Appraising the Creative Process and Work Design Approach. Final Thoughts. Points to Remember. Chapter 2: Choosing An Appropriate Leadership Structure. Virtual Team Leadership Structures. Assessment Tool: Choosing an Appropriate Leadership Structure. Final Thoughts. Points to Remember. PART II: CLIMATE. Chapter 3: Building Task and Interpersonal Connection. The Pitfalls in Building Connection. Connection and Virtual Team Effectiveness. Connection and Virtual Team Creativity. Assessment Tool: Gauging the Lev el of Task and Interpersonal Connection. Final Thoughts. Points to Remember. Chapter 4: Developing Appropriate Team Member and Management Conditions and Competencies. Team Member and Management Conditions. Assessment Tool: Understanding the Appropriate Team Member and Management Conditions. Team Member and Management Competencies. Assessment Tool: Analyzing Personal Strengths and Gaps in Team Member and Management Competencies. Final Thoughts. Points to Remember. PART III: RESOURCES. Chapter 5: Selecting Appropriate Communication Tools to Support the Team's Creative Process. The Challenges in Communication for Virtual Teams. The Dimensions of Time and Place. The Dimensions of Social Presence and Information Richness. Communication Tools Available for Collaborative and Creative Work. Specific Tools Used During Stages of the Creative Process. Criteria for Selecting Appropriate Communication Tools. Assessment Tool: Constructing a Communication Plan to Support the Team's Creative Process. Final Thoughts. Points to Remember. Chapter 6: Pulling Together a Creativity Toolbox: Creativity Techniques and Software Tools. Creativity Techniques. Creativity Software Tools. Tool: Pulling Together Your Team's Creative Toolbox. Final Thoughts. Points to Remember. PART IV: NORMS AND PROTOCOLS. Chapter 7: Establishing Appropriate Norms and Protocols. Communication Behavior Norms. Tool: Developing an Agreed-on Set of Communication Behavior Norms. Project and Task Management Norms. Tool: Developing an Agreed-on Set of Project and Task Management Norms. Final Thoughts. Points to Remember. PART V: CONTINUAL ASSESSMENT AND LEARNING. Chapter 8: Lessons Learned and Final Assessment. Lessons Learned. Final Assessment and Team Action Plan. Why You Need Creativity. Appendix: How Trustworthiness Was Established. References. Index. About the Series Editors. About the Author.

Abstract: This paper uses social interaction theory and Tuckman's team development model to report and interpret the findings of a case‐based research into the forming and performance of eight internationally situated virtual project teams operating in the information technology industry. Its objective is to highlight the need to bridge the “gap” between the structural and process orientations of management and virtual team members' situational perceptions and psychological drivers (the “invisibles”). For organizations contemplating the adoption of these new organizational forms, its findings will provide a holistic framework to guide their transformation from conventional to virtual teams. Some of the issues identified here are also likely to be salient to those who are already using virtual teams.

Abstract: Electronic monitoring research has focused predominantly on the reactions of monitored employees and less attention has been paid to the processes that trigger managers' decisions to electronically monitor subordinates. Employing a distributed virtual team simulation, this study examined the effects of dependence, future performance expectations, and propensity to trust on team leaders' decisions to electronically monitor their subordinates. Results indicate that team leaders electronically monitor subordinates more intensely when dependence on subordinates is high or future performance expectations are low. Moreover, team leaders are more likely to monitor in secret when dependence is high or propensity to trust is low. Although team leaders increased their level of electronic monitoring over time, this tendency was stronger when the leader had consistently low performance expectations.

Abstract: Virtual teams are a relatively new phenomenon and by definition work across time, distance, and organizations through the use of information and communications technology. Virtual Teams: Projects, Protocols and Processes gathers the best of academic research on real work-based virtual teams into one book. It offers a series of chapters featuring practical research, insight and recommendations on how virtual team projects can be better managed, as well as in depth discussion on issues critical to virtual team success, including the place of virtual teams in organizations, leadership, trust and relationship building, best use of technology, and knowledge sharing.

Abstract: Contents: Introduction. When Should We Use Virtual Teams?: The move towards virtual working What are virtual teams? Why virtual teams? What have traditional teams taught us? What We Need to Know When Implementing Virtual Teams: Technology for virtual teams Why not virtual teams? Are certain jobs more suited to virtual working than others? Virtual Team complexity Managing virtual workers Success strategies Communication strategies Supporting the virtual team Implementing change Survey of virtual teams in UK industry. Case Studies of Virtual Teams in Industry: Case study 1: Defencom Case study 2: Dalgen Case study 3: Firstcase Telecommunications Case study 4: Bullcom Conclusions from case studies. Guidelines and Tools for Virtual Team Success: Introduction Guideline 1: Produce personal profiles Guideline 2: Develop virtual socializing skills Guideline 3: Agree a code of conduct protocol Guideline 4: Agree a communication protocol Guideline 5: Produce a meetings protocol Guideline 6: Generate a product implementation plan Guideline 7: Plan for training and competency Guideline 8: Produce a reporting and recording protocol Guideline 9: Design a central knowledge base Guideline 10: Agree a system for performance measurement Guideline 11: Set a strategy for team evaluation Guideline 12: Develop recognition and reward policies and systems. Epilogue. In conclusion Further resources Index.

Abstract: Discussed in this chapter are the role and importance of trust in virtual teams. It is suggested that the nature and degree of this trust are related to the culture and management philosophies of a firm, the interpersonal skills of management and team leaders, and the psychological characteristics and prior experiences and expectations of the team members. Trust and trust building are examined at three different levels: the firm level, the manager or team leader level, and the individual member level. A better understanding of the dynamics of trust in virtual teams will assist management in developing more efficient and effective virtual collaborative teams. INTRODUCTION Virtual teams can be identified by several characteristics. The teams make extensive use of information and communication technology (ICT) systems. They typically use a computer-mediated communication (CMC) system. They often use technology enablers, such as Lotus Notes/MS Exchange and Groove, and may use videoand audioconferencing and group decision support systems (GDSS). In some cases, the team has its own dedicated virtual workspace. The team members rarely, if ever, meet face-to-face, and the individual team members may represent different cultures, languages, and organizations. Frequently the teams are temporary, being formed and dissolved over a short period of time. Occasionally, virtual teams will be semipermanent. However, even in semipermanent teams, members frequently move on and off the team. Virtual teams are usually charged with interdependent tasks that have common goals. This chapter appears in the book, Virtual and Collaborative Teams: Process, Technologies and Practice, edited by Susan H. Godar and Sharmila Pixy Ferris. Copyright © 2004, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited. 701 E. Chocolate Avenue, Suite 200, Hershey PA 17033-1240, USA Tel: 717/533-8845; Fax 717/533-8661; URL-http://www.idea-group.com IDEA GROUP PUBLISHING 100 Bradley and Vozikis Copyright © 2004, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited. In order to achieve these goals, team members may have different competencies and different technical specialties (Townsend, DeMarie, & Hendrickson, 1998; Picolli & Ives, 2000; Bos, Olson, Gergle, Olson, & Wright, 2002; Bell & Kozlowski, 2002). In this kind of environment, it is difficult for managers to supervise employees and to assess individual employee behavior. For employees, typical factors contributing to team cohesion, such as close physical location and common backgrounds and experiences, are often absent. In this self-directed, sometimes isolated environment, trust becomes a pivotal element of success. Without trust, or with low levels of trust, virtual workers may engage in dysfunctional behavior designed to avoid interaction with other team members, such as low commitment to a project, lack of information sharing, and unilateral alterations of task structure and sequence. These behaviors limit the overall efficiency and effectiveness of a virtual team. Furthermore, customers dealing with virtual teams may perceive a lack of trust among team members as a lack of reliability or lack of concern for the customer’s needs. Management can ill afford dysfunctional geographically diverse teams that operate in cyberspace with a minimum of supervision. It is generally agreed that trust and trust building are essential if an organization is committed to virtual teams. Management has a vested interest in creating an environment that is conducive to the development of high trust levels among virtual team members. Several researchers suggest that trust is perhaps the most important determinant of success for virtual teams (O’Hara-Devereaux & Johansen, 1994; Lipnack & Stamps, 1997). This chapter begins with a brief background review of the topic of trust. This review includes definitions of trust, briefly discusses some research findings from F2F studies that have implications for virtual team trust, and presents research findings from several empirical studies on trust in virtual teams. The background review is followed by additional discussion of building and maintaining virtual team trust. This additional discussion describes some of the roles that management philosophy, manager/team leader behavior, and individual characteristics and behavior play in virtual team trust and trust building. We conclude with a short summary and suggestions for future research. BACKGROUND Trust has been defined in variety of ways. Trust has been framed in terms of an employee’s belief that the organization’s management and fellow workers will interact honestly and fairly and in a reliable and predictable manner (Lipnack & Stamps, 1997). Trust has also been defined as a willingness on the part of organizational members to allow themselves to be vulnerable and undertake actions based on the belief that other parties will perform their parts effectively 14 more pages are available in the full version of this document, which may be purchased using the "Add to Cart" button on the publisher's webpage: www.igi-global.com/chapter/trust-virtual-teams/30799

Abstract: This paper presents the results of a case study pertaining to the use of information and communication media to support a range of project management tasks. A variety of electronic communication tools have evolved to support collaborative work and virtual teams. Few of these tools have focused specifically on the needs of project managers. In an effort to learn how practicing IT project managers employ these tools, data were collected at a North American Fortune 500 industrial company via interviews with IT project managers regarding their use and perceptions of electronic media within the context of their work on project teams. In this study, "virtual" describes the extent to which communication is electronic rather than the extent to which team members are geographically separated. Although the number of respondents was limited, the richness of the data collected leads to the conclusion that successful project managers and teams become skilled at adapting a variety of existing communication technologies to match the project task or process, the receiver, their own role as sender, and the content of the message. Groupware designers and developers need to better understand project management methods and best practices in order to provide better tools for practitioners, particularly as organizations expand globally and increasingly outsource various functions of their IT development and operations.

Abstract: This paper presents a novel concept to provide awareness of a virtual team's social activities and its self representation, based on a collaborative storytelling approach. Utilizing shared workspaces, team members can create, annotate, share, and discuss stories. A story consists of a sorted collection of annotated photos similar to comics. Users can rearrange stories manually or with the help of a storytelling algorithm that is based on drama arcs. We believe that this approach offers a compelling and entertaining way to provide team awareness and to support team coherence in virtual teams.

Abstract: VIRTUALTEAMShavebecomeanintegralpartofmanyorganizationsbecause of an increase in corporate restructuring, competition, andglobalization (Baker, 2002). Grosse (2002) defined a virtual team asone that conducts its work almost entirely through electronic technol-ogy.Virtualteammembers,whoaretypicallydispersedbothgeograph-ically and organizationally, rarely meet face to face while relying ontechnology for task-related communication (Matthews-Joy & Glad-stone, 2000).Because communication is often seen as the most important factorin coordinating work among team members (Ancona & Caldwell,1992; Dougherty, 1992; Ebadi & Utterback, 1984; Pinto, Pinto, &Prescot, 1993), effective communication is vital for virtual teams(Baker, 2002). However, “in virtual teams, separated by geographicaldistance, the process of developing a shared understanding is morechallenging” (Hinds & Weisband, 2003, p. 21). In particular, suchteams must address three challenges to accomplish their goals. Afterdescribing these challenges, this article presents an exercise in solvinga murder mystery that instructors can use to engage students in virtualteamwork.

Abstract: A system and process for providing an interactive computer network-based virtual team worksite that combines data storage, team members' presence information, interaction tools and a past history log into one virtual complex is presented. Generally, this is accomplished by integrating a shared data module, a unique presence module and various conferencing tools such as a collaborative presentation module and chat module into a single worksite assessable over a distributed computer network. Thus, everything a team would need related to a project is available in this integrated place. A team member who logs onto the worksite can input data and commands using the worksite window sectors to interface with other team members also logged on to the worksite and to interact with the displayed data in the collaborative presentation sector.

Abstract: Predictive Performance measaurement is a decisive task for the further evolution of virtual organisations. The methodologies developed so far have a strong focus on either supply chains or extended enterprise orientied structures. Current trends in manufacturing enterprises change from long-term supply chains to dynamic network co-operation where both the structure and the entities of the network are dynamic and created with respect to the actual customers’ order. An important management task within this kind of cooperation is to identify the most suitable partners and to build up the best performing virtual team within a short time frame to fulfil the customers’ wishes. This paper discusses a predictive performance measurement approach as planning tool for virtual organisations to anticipate the performance of a planned virtual team.

Abstract: The advancement of research knowledge on social networks and professional communities in teaching entails asking new questions and trying out new methodological approaches. With the advent and dissemination of powerful forms of computer-mediated communication, the concept of the teacher community itself is changing, and this presents new theoretical and empirical challenges that must be confronted by researchers and practitioners alike.

Abstract: Distance, in the context of virtual teams, has traditionally been treated as an unproblematic, in fact positive, by-product of work practices mediated by information and communication technologies. Research has largely overlooked the notion of distance and its relationship to virtual team work practices and digital telecommunications technologies. Explored in this chapter is the nature of distance by investigating perceptions of “distance” among teleworkers and addressing how virtual team members strategically use the distance enabled by telecommunications technologies to manage a variety of organizational practices. Interviews with 46 distance workers across 10 industries, making up 17 virtual teams, found that members conceptualize distance across three important dimensions: distance and This chapter appears in the book, Virtual and Collaborative Teams: Process, Technologies and Practice, edited by Susan H. Godar and Sharmila Pixy Ferris. Copyright © 2004, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited. 701 E. Chocolate Avenue, Suite 200, Hershey PA 17033-1240, USA Tel: 717/533-8845; Fax 717/533-8661; URL-http://www.idea-group.com IDEA GROUP PUBLISHING The Strategic Use of “Distance” Among Virtual Team Members 157 Copyright © 2004, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited. emotion, distance and identity, and distance and communication strategies. We discuss each of these dimensions and propose moving from a notion of distance as a mere outcome of the use of information and communication technologies, to a reconceptualization of it as a multidimensional construct created and maintained through communication practices. INTRODUCTION One quality of information and communication technologies (ICTs) that has been taken as straightforward is their ability to support working at a distance. The concept of distance has been understood, in a fairly unproblematic way, to mean physical distance: The ability to work from some place other than the office. ICTs were argued to allow increased physical distance by decreasing “functional” distance — that is, workers can access information and communicate with colleagues more easily and more quickly than without the use of such technologies (Heaton, 1998; O’Mahony & Barley, 1999; Waisbord, 1998). Accordingly, our typical understanding of virtual teams revolves primarily around the notion of distance work; members do not have to be physically copresent in order to accomplish shared tasks. Yet, this view centers primarily on the capabilities of the technology to transmit information. Intuitively, we know that distance is a richer concept than what is presented in this conceptualization. In an important sense, distance is perceived more than it is objectively measured. We “feel” more or less distant from others or from our places of work. Thus, distance is tied to the issue of “connection.” As such, distance is an important organizational and management concern. Distance, in the context of virtual teams, was traditionally treated as an unproblematic, in fact, positive, by-product of work practices mediated by ICTs (DeSanctis & Monge, 1998). Accordingly, the notion of distance and its relationship to work practices and digital telecommunications technologies was largely overlooked by researchers of virtual teams as a fundamental concept for teamwork (O’Mahony & Barley, 1999). Explored in this chapter is the nature of distance by investigating perceptions of “distance” among teleworkers and addressing how virtual team members strategically use the distance enabled by telecommunications technologies to manage a variety of organizational practices. DISTANCE WORK AND TECHNOLOGY Fluid organizational forms emerging over the past decade ushered in new arrangements and expectations for work (DeSanctis & Fulk, 1999; DeSanctis & Monge, 1998; Keen, 1990; McPhee & Poole, 2001). A “new economy” evolved in which “postentrepreneurial” professionals adopt “boundaryless careers” 16 more pages are available in the full version of this document, which may be purchased using the "Add to Cart" button on the product's webpage: www.igi-global.com/chapter/strategic-use-distance-amongvirtual/30802?camid=4v1 This title is available in InfoSci-Books, InfoSci-Social Technologies, Business-Technology-Solution, Communications, Social Science, and Healthcare, InfoSciMedia and Communications, InfoSci-Select, InfoSci-Select. Recommend this product to your librarian: www.igi-global.com/e-resources/libraryrecommendation/?id=1

Abstract: In this chapter, we examine the differences in processes and results when creativity techniques are used in the management of traditional and virtual teams. To do this, we discuss the following three main elements: the definition of creativity and its relationship with team performance; the variables that enhance creativity in a virtual team; and the most suitable creativity techniques for a virtual environment. We draw two main conclusions. First, creativity can help virtual teams become more effective, and second, not all the methods that foster creativity in a face-to-face context are appropriate in the virtual environment. INTRODUCTION The transition to the so-called information society, and particularly the emergence of tools based on the new information and communication technologies, is profoundly affecting productive processes and working methods. As a consequence, numerous changes are taking place within the organizational context. For example, the number of knowledge workers is increasing, divisions This chapter appears in the book, Virtual and Collaborative Teams: Process, Technologies and Practice, edited by Susan H. Godar and Sharmila Pixy Ferris. Copyright © 2004, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited. 701 E. Chocolate Avenue, Suite 200, Hershey PA 17033-1240, USA Tel: 717/533-8845; Fax 717/533-8661; URL-http://www.idea-group.com IDEA GROUP PUBLISHING 214 Gasco-Hernandez and Torres-Coronas Copyright © 2004, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited. between companies and departments are disappearing, networks are being created between countries, minority workers are being included, and workers’ needs are being recognized. These changes require more flexible and adaptable structures that result in new forms of organization. One of these is the establishment of virtual teams that allow employees to work outside the office and to communicate and interact effectively with other colleagues in a “virtual” way. For many businesses, survival in the new era depends on the effectiveness and creativity of these virtual teams. Many studies already showed how a team can become more creative, and therefore more efficient, but only a few researchers focused on how a virtual team can use creativity techniques to perform better. In this chapter, therefore, we study what differences there are (both in terms of processes and in terms of results) when creativity techniques are used in the management of traditional and virtual teams. To do this, we discuss three main elements: the definition of creativity and its relationships with team performance, the variables that enhance creativity in a virtual team, and the most suitable creativity techniques for a virtual environment. CREATIVITY AS A TOOL FOR IMPROVING TEAM PERFORMANCE IN TRADITIONAL ORGANIZATIONS AND STRUCTURES Creativity is the shortest way to search for unconventional wisdom and produce paradigm-breaking ideas and innovation. However, as we will show in this chapter, creativity is also a tool for improving organization and team performance. To understand this, we need to address two elements. First, we will discuss the meaning of creativity. Then, after reviewing the literature, we will answer this question: “Is there a reliable relationship between creativity and performance?” Meaning of Creativity Most researchers believe that the key to organizational success lies in developing intellectual capital and acquiring a new set of thinking: the creativity to produce an idea and the innovation to translate the idea into a novel result (Roffe, 1999). We can say the following (Roffe, 1999): ...the key is to turn ideas into useful knowledge and the useful knowledge into added value. In practice, this means bringing together the creative thinkers so that they can discuss and elaborate on their ideas, even if they do not really want to. It also 17 more pages are available in the full version of this document, which may be purchased using the "Add to Cart" button on the publisher's webpage: www.igi-global.com/chapter/virtual-teams-their-searchcreativity/30805

Abstract: Because virtual teams are becoming more common in global organizations, research that explicates issues related to this emergent organizational phenomenon is necessary. One major topic is the leadership of virtual teams. Drawing on data from a series of in-depth interviews with project leaders, senior managers, and executives of six global organizations, in this chapter, what virtual team leaders perceive to be effective communicative tactics in virtual settings will be illustrated. Specifically, tactics related to two leadership challenges commonly cited in the academic and popular This chapter appears in the book, Virtual Teams: Projects, Protocols and Processes, edited by David Pauleen. Copyright © 2004, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited. 701 E. Chocolate Avenue, Suite 200, Hershey PA 17033-1240, USA Tel: 717/533-8845; Fax 717/533-8661; URL-http://www.idea-group.com IDEA GROUP PUBLISHING

Abstract: This work will describe the reasons why virtual teams are used for project delivery. The advantages of using virtual teams and the benefits of virtual teams to the client and the project delivery organisation, i.e., the contractor or consultant will be discussed. The use of virtual project teams for project delivery, especially for international or global projects, has definite advantages and benefits. However, in order to ensure successful project delivery by virtual teams, the prospective project client needs to have a clear understanding of the environment in which the virtual team can succeed and procure the project appropriately.