Interaction process in computer-mediated and face-to-face groups
Computer Supported Cooperative Work - Special issue on time, technology, and groups: development, interaction, and task performance over time in computer-mediated vs face-to-face groups
The development of group identity in computer and face-to-face groups with membership change
Computer Supported Cooperative Work - Special issue on time, technology, and groups: development, interaction, and task performance over time in computer-mediated vs face-to-face groups
Groupware in the wild: lessons learned from a year of virtual collocation
CSCW '96 Proceedings of the 1996 ACM conference on Computer supported cooperative work
Proceedings of the 6th annual conference on Innovation and technology in computer science education
Building A Global Learning Community
Communications of the ACM
Supporting virtual team-building with a GSS: an empirical investigation
Decision Support Systems
Communication and Trust in Global Virtual Teams
Organization Science
HICSS '96 Proceedings of the 29th Hawaii International Conference on System Sciences Volume 3: Collaboration Systems and Technology
Developing Trust in Virtual Teams
HICSS '97 Proceedings of the 30th Hawaii International Conference on System Sciences: Information Systems Track-Collaboration Systems and Technology - Volume 2
Virtual teams: a review of current literature and directions for future research
ACM SIGMIS Database
Is Out of Sight, Out of Mind? An Empirical Study of Social Loafing in Technology-Supported Groups
Information Systems Research
Leadership Effectiveness in Global Virtual Teams
Journal of Management Information Systems
The Effects of Synchronous Collaborative Technologies on Decision Making: A Study of Virtual Teams
Information Resources Management Journal
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The main research question is whether output of virtual teams is affected by the teams' structure. A model, suggesting that the team structure can be manipulated in order to increase the team's output will be presented. The study used an experiment, in which subjects, who were grouped into teams, had to share information in order to complete an intellective task. The findings indicated that virtual teams output were inferior to face-to-face teams output, and that structure did overcome two negative impacts of the virtuality – less effectiveness and less satisfaction; yet it did not raise the virtual team efficiency.