Decision support system effectiveness: a review and an empirical test
Management Science
Relational development in computer-supported groups
MIS Quarterly
Virtual teams: reaching across space, time, and organizations with technology
Virtual teams: reaching across space, time, and organizations with technology
Trust: the panacea of virtual management?
ICIS '98 Proceedings of the international conference on Information systems
Communications of the ACM
Communication and Trust in Global Virtual Teams
Organization Science
Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness
Organization Science
The Mutual Knowledge Problem and Its Consequences for Dispersed Collaboration
Organization Science
The Role of Trust in Organizational Settings
Organization Science
Virtual teams: a review of current literature and directions for future research
ACM SIGMIS Database
Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams
Organization Science
Toward Contextualized Theories of Trust: The Role of Trust in Global Virtual Teams
Information Systems Research
Is anybody out there?: antecedents of trust in global virtual teams
Journal of Management Information Systems - Special section: Managing virtual workplaces and teleworking with information technology
The proximal-virtual team continuum: A study of performance: Research Articles
Journal of the American Society for Information Science and Technology
Leadership Effectiveness in Global Virtual Teams
Journal of Management Information Systems
Information Systems Management
Human-Computer Interaction
Proceedings of the 4th international conference on Intercultural Collaboration
Trustworthy placements: Improving quality and resilience in collaborative attack detection
Computer Networks: The International Journal of Computer and Telecommunications Networking
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Globally distributed teams are becoming more common among organizations that seek to maximize knowledge creation and innovation for competitive advantage. Although they are becoming widely used among global organizations, distributed teams are creating an environment replete in cultural and functional diversity. Whereas synergy among members is desired, diversity is likely to hinder team cohesion and individual performance. Our study models and empirically tests the effect of perceptions of diversity on trust, cohesion, and individual performance in actual globally distributed teams. The results indicate that individual productivity is negatively influenced by the extent of diversity within a team; however, this liability may be restrained if an environment of trust is encouraged and team cohesion develops.