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Virtual Teams That Work
Creating Conditions for Virtual Team Effectiveness
Cristina B. Gibson (Edited by), C Gibson (Author), Susan G. Cohen (Edited by)
9781118835517, Wiley
Paperback / softback, published 27 September 2013
464 pages
25.4 x 17.8 x 2.4 cm, 0.803 kg
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.
Tables, Figures, and Exhibits xiii Acknowledgments xvii The Authors xix 1 In the Beginning: Introduction and Framework 1 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 3 Managing the Global New Product Development Network: A Sense-Making Perspective 37 4 Building Trust: Effective Multicultural Communication Processes in Virtual Teams 59 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 6 Pay Systems for Virtual Teams 121 7 Meeting the Performance Challenge: Calculating Return on Investment for Virtual Teams 145 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 9 Designing the Knowledge-Management Infrastructure for Virtual Teams: Building and Using Social Networks and Social Capital 196 10 Overcoming Barriers to Information Sharing in Virtual Teams 214 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 12 Technology Alignment and Adaptation for Virtual Teams Involved in Unstructured Knowledge Work 265 13 Team or Community of Practice: Aligning Tasks, Structures, and Technologies 292 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 15 Conflict and Virtual Teams 335 16 The Development of Global Virtual Teams 353 17 Closing the Time Gap in Virtual Teams 381 Part Five Summary 401 18 The Last Word: Conclusions and Implications 403 Name Index 423 Subject Index 429
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Subject Areas: Business & management [KJ]
