International Journal of Human-Computer Studies
The Effect of Team Dynamics on Software Development Process Improvement
International Journal of Human Capital and Information Technology Professionals
E-Leadership and Trust Management: Exploring the Moderating Effects of Team Virtuality
International Journal of Technology and Human Interaction
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As technology improves, more teams are meeting virtually. In this study, we analyze how individual levels of trust, cohesion, output, outcome satisfaction, and process satisfaction differ in virtual and face-to-face teams completing different tasks. A controlled experiment in which business students were randomly assigned to either a virtual or face-to-faceteam, completing either an intellective or a preference task, was completed. Comparisons of the four task/technology conditions showed that virtual team members reported lower levels of trust, cohesion, outcome satisfaction, and process satisfaction. However, their output was essentially the same as individual working in face-to-face teams. No significant differences were found between the teams completing the intellective or preference tasks.