Virtual Teams That Work offers a much-needed, comprehensive guidebook for business leaders and managers who want to create the organizational conditions that will help virtual teams thrive. Each chapter in this important book focuses on best practices and includes case studies and illustrative examples from a wide variety of companies, including British Petroleum, Lucent Technologies, Ramtech, Soft Co, and Whirlpool Corporation. These real-life examples demonstrate how the principles identified in the book play out within virtual teams. Virtual Teams That Work shows how organizations can put in place the structure to help team members who speak different languages and have different cultural values develop effective ways of communicating when there is little opportunity for the members to meet face-to-face. The authors also reveal how organizations can implement performance management and reward systems that will motivate team members to cooperate across multiple boundaries. And they offer the information to determine which technologies best fit a variety of virtual-team tasks and the level of information technology support needed.
Cuprins
Tables, Figures, and Exhibits xiii
Acknowledgments xvii
The Authors xix
1 In the Beginning: Introduction and Framework 1
Susan G. Cohen, Cristina B. Gibson
PART ONE: ESTABLISHING THE FOUNDATION: SHARED UNDERSTANDING,
INTEGRATION, AND TRUST 15
Part One Introduction 17
2 Knowledge Sharing and Shared Understanding in Virtual Teams
21
Pamela J. Hinds, Suzanne P. Weisband
3 Managing the Global New Product Development Network: A
Sense-Making Perspective 37
Susan Albers Mohrman, Janice A. Klein, David Finegold
4 Building Trust: Effective Multicultural Communication
Processes in Virtual Teams 59
Cristina B. Gibson, Jennifer A. Manuel
Part One Summary 87
PART TWO: THE RAW MATERIALS: PEOPLE AND CONTEXT 89
Part Two Introduction 91
5 Building a Winning Virtual Team: KSAs, Selection, Training,
and Evaluation 95
Richard Blackburn, Stacie Furst, Benson Rosen
6 Pay Systems for Virtual Teams 121
Edward E. Lawler III
7 Meeting the Performance Challenge: Calculating Return on
Investment for Virtual Teams 145
Alec R. Levenson, Susan G. Cohen
Part Two Summary 175
PART THREE: CONSTRUCTING THE DESIGN: LEADERSHIP, KNOWLEDGE
MANAGEMENT, AND INFORMATION SHARING 177
Part Three Introduction 179
8 Exploring Emerging Leadership in Virtual Teams 183
Kristi Lewis Tyran, Craig K. Tyran, Morgan Shepherd
9 Designing the Knowledge-Management Infrastructure for Virtual
Teams: Building and Using Social Networks and Social Capital
196
Martha L. Maznevski, Nicholas A. Athanassiou
10 Overcoming Barriers to Information Sharing in Virtual Teams
214
Catherine Durnell Cramton, Kara L. Orvis
Part Three Summary 231
PART FOUR: WIRING THAT CONNECTS: IMPLEMENTING INFORMATION
TECHNOLOGY 233
Part Four Introduction 235
11 Context, Task, and the Evolution of Technology Use in Global
Virtual Teams 239
Kenneth Riopelle, Julia C. Gluesing, Tara C. Alcordo, Marietta
L. Baba, David Britt, Willie Mc Kether, Leslie Monplaisir, Hilary
Horn Ratner, Kimberly Harris Wagner
12 Technology Alignment and Adaptation for Virtual Teams
Involved in Unstructured Knowledge Work 265
Nelson King, Ann Majchrzak
13 Team or Community of Practice: Aligning Tasks, Structures,
and Technologies 292
Arjan Raven
Part Four Summary 307
PART FIVE: IT’S ALL ABOUT ACTION: PROCESSES AND
DEVELOPMENT 311
Part Five Introduction 313
14 Influence and Political Processes in Virtual Teams 317
Efrat Elron, Eran Vigoda
15 Conflict and Virtual Teams 335
Terri L. Griffith, Elizabeth A. Mannix, Margaret A.
Neale
16 The Development of Global Virtual Teams 353
Julia C. Gluesing, Tara C. Alcordo, Marietta L. Baba, David
Britt, Kimberly Harris Wagner, Willie Mc Kether, Leslie Monplaisir,
Hilary Horn Ratner, Kenneth Riopelle
17 Closing the Time Gap in Virtual Teams 381
Janice A. Klein, Astrid Kleinhanns
Part Five Summary 401
18 The Last Word: Conclusions and Implications 403
Cristina B. Gibson, Susan G. Cohen
Name Index 423
Subject Index 429
Despre autor
Cristina B. Gibson is associate research professor at the University of Southern California’s Center for Effective Organizations and has also taught at the University of Wisconsin. Her research on teams has appeared in numerous journals, and she is coauthor of a recent book on multinational teams.
Susan G. Cohen is senior research scientist at the University of Southern California’s Center for Effective Organizations and an organizational effectiveness consultant. She is the author of numerous journal articles and several books on the topic of teams.
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