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CSCW '96 Proceedings of the 1996 ACM conference on Computer supported cooperative work
Dissolution and fragmentation: problems in on-line communities
Cybersociety 2.0
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An emprical study of best practices in virtual teams
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Building Virtual Communities: Learning and Change in Cyberspace
Building Virtual Communities: Learning and Change in Cyberspace
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Computer Supported Cooperative Work
Knowledge integration in virtual teams: the potential role of KMS
Journal of the American Society for Information Science and Technology
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Organization Science
The Mutual Knowledge Problem and Its Consequences for Dispersed Collaboration
Organization Science
The Generative Dance in Pursuit of Generative Knowledge
HICSS '03 Proceedings of the 36th Annual Hawaii International Conference on System Sciences (HICSS'03) - Track 4 - Volume 4
Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams
Organization Science
Review Article: Reviewing the impact of virtual teams in the information age
Journal of Information Science
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Journal of the American Society for Information Science and Technology
Behavioral complexity theory of media selection: a proposed theory for global virtual teams
Journal of Information Science
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Team Knowledge and Coordination in Geographically Distributed Software Development
Journal of Management Information Systems
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Organization Science
International Journal of Web Based Communities
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Understanding how groups end and how group members depart helps us understand how these ending and departure processes affect group outcomes, individuals' willingness and ability to work in subsequent groups together or with others, and the maintenance of group-generated knowledge over time. In this article, a distributed, grant-funded research project group provides the setting for an analysis of the process that members went through as they disengaged from and dismantled their group when the funding period ended and the project was winding down. Qualitative interviews with group members were analyzed using a model of disengaging that was developed in an earlier study. The model comprises 12 interwoven parts of a disengaging process that begins well before the group ends and extends beyond the official termination of the group. The model frames the analysis and is revised as a result of the research findings. © 2010 Wiley Periodicals, Inc.