Structuring computer-mediated communication systems to avoid information overload
Communications of the ACM
Computational organization theory
Coordination in software development
Communications of the ACM
Computational & Mathematical Organization Theory
Virtual teams: reaching across space, time, and organizations with technology
Virtual teams: reaching across space, time, and organizations with technology
Virtual Organizations and beyond: Discover Imaginary Systems
Virtual Organizations and beyond: Discover Imaginary Systems
Communication and Trust in Global Virtual Teams
Organization Science
Introduction to the Special Issue: Communication Processes for Virtual Organizations
Organization Science
Communication and coordination in the virtual office
Journal of Management Information Systems - Special section: Managing virtual workplaces and teleworking with information technology
Three Controls are Better than One: A Computational Model of Complex Control Systems
Computational & Mathematical Organization Theory
The Effect of Task Uncertainty and Decentralization on Project Team Performance
Computational & Mathematical Organization Theory
Computational Modeling of Organizations Comes of Age
Computational & Mathematical Organization Theory
Computational & Mathematical Organization Theory
Utilizing knowledge context in virtual collaborative work
Decision Support Systems - Special issue: Collaborative work and knowledge management
Capturing and reusing knowledge in engineering change management: A case of automobile development
Information Systems Frontiers
Computational & Mathematical Organization Theory
A knowledge transfer framework for virtual projects
International Journal of Networking and Virtual Organisations
The management of virtual collaborative design
International Journal of Networking and Virtual Organisations
Dynamic change handling for inter-organisational workflows in open virtual eMarketplaces
International Journal of Intelligent Information and Database Systems
Computational & Mathematical Organization Theory
A model of transiting individual efforts to the outcomes of virtual team
Proceedings of the 4th International Conference on Uniquitous Information Management and Communication
The effect of team characteristics and communication environment to the virtual team performance
International Journal of Networking and Virtual Organisations
The role of socialization in Knowledge management in virtual teams
iUBICOM'11 Proceedings of the 6th international conference on Ubiquitous and Collaborative Computing
Team participation and online gamer loyalty
Electronic Commerce Research and Applications
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To date, efforts to understand virtual teaming have been largely anecdotal and atheoretical. Therefore, drawing from the extant research in the groups domain, we attempt to ground the definition of a virtual team in well-established group-level constructs, and design a simulation study to investigate the impact of different virtual team characteristics on team performance. Essentially, we argue that the virtual team is defined by three key characteristics—the virtual team context, the virtual team composition, and the virtual team structure. Using the VDT computational discrete event simulation model as our experimental platform, we simulated different virtual team models, and examined their impact on various team performance dimensions. We found that virtual team characteristics have different effects on different aspects of team performance. The virtual context team had a lower rework volume but higher coordination volume and longer project duration than the virtual composition team. Interestingly, we also found that the virtual structure team performed better than the software development team baseline model in all aspects of team performance. Based on these results, we proposed strategies to improve performance in different types of virtual team. Specifically, we propose (1) increasing the ease of communication and availability of routines in the virtual context team; (2) clarifying role expectations and fostering a team culture in the virtual composition team; and (3) implementing a lateral structure in the virtual team. Our results also suggest that firms should consider situational demands, specifically tolerance for errors and coordination volume, when considering the design of virtual teams.