Understanding user evaluations of information systems
Management Science
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
Relational development in computer-supported groups
MIS Quarterly
Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness
Organization Science
Learning to work in distributed global teams
HICSS '95 Proceedings of the 28th Hawaii International Conference on System Sciences
Information Systems Development by US-Norwegian Virtual Teams: Implications of Time and Space
HICSS '02 Proceedings of the 35th Annual Hawaii International Conference on System Sciences (HICSS'02)-Volume 1 - Volume 1
Virtual teams: a review of current literature and directions for future research
ACM SIGMIS Database
A Guide To The Project Management Body Of Knowledge (PMBOK Guides)
A Guide To The Project Management Body Of Knowledge (PMBOK Guides)
Mastering Virtual Teams
Process and technology challenges in swift-starting virtual teams
Information and Management
Making knowledge work in virtual teams
Communications of the ACM
Information Systems Research
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In this paper we report a case study examining the communication processes engaged in by virtual project teams and their management. Twenty-two teams, using widely available groupware to communicate, work together, share documents, discuss ideas, and solve problems, designed and implemented a database. These teams were managed by a geographically-distributed management team. The case study is analyzed qualitatively and quantitatively, from two perspectives--working in, and managing, virtual teams--using a framework that integrates virtual team dynamics and project management practices. Through the critical examination of communication content from the longitudinal experiences of multiple virtual project teams and their virtual management team, we identify successful project practices and uncover underlying interaction processes. Specifically, we found that high performing project teams differed from low performing teams in terms of process management, relational development, and proactive technology use behaviors. The five-person management team paralleled the project teams in evolving its own process management and relational development over time.