Virtual Teams That Work: Creating Conditions for Virtual Team Effectiveness
- 9h 30m
- Cristina B. Gibson, Susan G. Cohen
- John Wiley & Sons (US)
- 2003
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, SoftCo, 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.
About the Authors
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.
In this Book
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In the Beginning—Introduction and Framework
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Part One Introduction
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Knowledge Sharing and Shared Understanding in Virtual Teams
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Managing the Global New Product Development Network—A Sense-Making Perspective
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Building Trust—Effective Multicultural Communication Processes in Virtual Teams
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Part One Summary
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Part Two Introduction
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Building a Winning Virtual Team—KSAs, Selection, Training, and Evaluation
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Pay Systems for Virtual Teams
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Meeting the Performance Challenge—Calculating Return on Investment for Virtual Teams
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Part Two Summary
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Part Three Introduction
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Exploring Emerging Leadership in Virtual Teams
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Designing the Knowledge-Management Infrastructure for Virtual Teams—Building and using Social Networks and Social Capital
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Overcoming Barriers to Information Sharing in Virtual Teams
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Part Three Summary
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Part Four Introduction
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Context, Task, and the Evolution of Technology Use in Global Virtual Teams
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Technology Alignment and Adaptation for Virtual Teams Involved in Unstructured Knowledge Work
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Team or Community of Practice—Aligning Tasks, Structures, and Technologies
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Part Four Summary
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Part Five Introduction
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Influence and Political Processes in Virtual Teams
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Conflict and Virtual Teams
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The Development of Global Virtual Teams
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Closing the Time Gap in Virtual Teams
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Part Five Summary
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The Last Word—Conclusions and Implications
