Extraversion and introversion in electronically-supported meetings
Information and Management
Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness
Organization Science
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
An assessment of group support systems experimental research: methodology and results
Journal of Management Information Systems - Special issue: GSS insights: a look back at the lab, a look forward from the field
Journal of Management Information Systems
Effects of four modes of group communication on the outcomes of software requirements determination
Journal of Management Information Systems
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
A model to develop effective virtual teams
Decision Support Systems
Modeling and mining of dynamic trust in complex service-oriented systems
Information Systems
Towards a psychographic user model from mobile phone usage
CHI '11 Extended Abstracts on Human Factors in Computing Systems
A human-centric runtime framework for mixed service-oriented systems
Distributed and Parallel Databases
The Role of Communication and Trust in Global Virtual Teams: A Social Network Perspective
Journal of Management Information Systems
Journal of Management Information Systems
Leadership in Multiplayer Online Gaming Environments
Simulation and Gaming
Understanding designer brainstorms: the effect of analog and digital interfaces on dominance
CHI '12 Extended Abstracts on Human Factors in Computing Systems
Considerate supervisor: an audio-only facilitator for multiparty conference calls
CHI '12 Extended Abstracts on Human Factors in Computing Systems
Proceedings of the Designing Interactive Systems Conference
Patterns of Social Intelligence and Leadership Style for Effective Virtual Project Management
International Journal of Information Technology Project Management
Personality and cognitive style as predictors of preference for working in virtual teams
Computers in Human Behavior
Virtual Teams Demystified: An Integrative Framework for Understanding Virtual Teams
International Journal of e-Collaboration
Crowdsourcing tasks to social networks in BPEL4People
World Wide Web
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This study investigates how a personality trait and expertise affect virtual teams interaction, and how that interaction leads to different levels of performance (e.g., solution quality, solution acceptance, cohesion). Teams have been shown to exhibit constructive, aggressive/defensive, or passive/defensive interaction styles that affect communication and thus team performance by facilitating or hindering the exchange of information among group members. These styles reflect an aggregation of the behaviors exhibited by individual team members, which are rooted in their individual personalities. The effects of interaction style on team performance have been well established in face-to-face and virtual teams. Generally, constructive interaction styles produce positive outcomes whereas passive/defensive styles beget negative ones. Aggressive/defensive teams produce solutions that are correlated with the expertise of those that have wrested control of the group but there is often little support for those solutions. The current work explores how different constellations of extraversion and expertise manifest themselves into group interaction styles and, ultimately, outcomes. The study involves 248 professional managers from executive MBA and professional development programs in 63 virtual teams that performed an intellective task. Results show that expertise and extraversion to be curvilinearly related to group interactions and performance, and high levels of extraversion and higher variations in extraversion between team members lead to less constructive and more passive/defensive interaction styles within teams. Results show that although expertise is the best predictor of task performance, it is primarily group interaction styles that predict contextual outcomes (e.g., solution acceptance, cohesion, effectiveness) in virtual teams.