Details

Virtual Teams That Work

Creating Conditions for Virtual Team Effectiveness
1. Aufl.

von: Cristina B. Gibson, Susan G. Cohen
39,99 €
Verlag:	Wiley
Format:	PDF
Veröffentl.:	21.03.2003
ISBN/EAN:	9780787965693
Sprache:	englisch
Anzahl Seiten:	466

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Beschreibungen

Titelbeschreibung

Virtual Teams That Work offers a much-needed, comprehensive guidebook for business leaders and managers who want to create the organizational conditions that will help virtual teams thrive. Each chapter in this important book focuses on best practices and includes case studies and illustrative examples from a wide variety of companies, including British Petroleum, Lucent Technologies, Ramtech, SoftCo, and Whirlpool Corporation. These real-life examples demonstrate how the principles identified in the book play out within virtual teams. Virtual Teams That Work shows how organizations can put in place the structure to help team members who speak different languages and have different cultural values develop effective ways of communicating when there is little opportunity for the members to meet face-to-face. The authors also reveal how organizations can implement performance management and reward systems that will motivate team members to cooperate across multiple boundaries. And they offer the information to determine which technologies best fit a variety of virtual-team tasks and the level of information technology support needed.

Inhaltsverzeichnis

Tables, Figures, and Exhibits xiii Acknowledgments xvii The Authors xix 1 In the Beginning: Introduction and Framework 1 Susan G. Cohen, Cristina B. Gibson PART ONE: ESTABLISHING THE FOUNDATION: SHARED UNDERSTANDING, INTEGRATION, AND TRUST 15 Part One Introduction 17 2 Knowledge Sharing and Shared Understanding in Virtual Teams 21 Pamela J. Hinds, Suzanne P. Weisband 3 Managing the Global New Product Development Network: A Sense-Making Perspective 37 Susan Albers Mohrman, Janice A. Klein, David Finegold 4 Building Trust: Effective Multicultural Communication Processes in Virtual Teams 59 Cristina B. Gibson, Jennifer A. Manuel Part One Summary 87 PART TWO: THE RAW MATERIALS: PEOPLE AND CONTEXT 89 Part Two Introduction 91 5 Building a Winning Virtual Team: KSAs, Selection, Training, and Evaluation 95 Richard Blackburn, Stacie Furst, Benson Rosen 6 Pay Systems for Virtual Teams 121 Edward E. Lawler III 7 Meeting the Performance Challenge: Calculating Return on Investment for Virtual Teams 145 Alec R. Levenson, Susan G. Cohen Part Two Summary 175 PART THREE: CONSTRUCTING THE DESIGN: LEADERSHIP, KNOWLEDGE MANAGEMENT, AND INFORMATION SHARING 177 Part Three Introduction 179 8 Exploring Emerging Leadership in Virtual Teams 183 Kristi Lewis Tyran, Craig K. Tyran, Morgan Shepherd 9 Designing the Knowledge-Management Infrastructure for Virtual Teams: Building and Using Social Networks and Social Capital 196 Martha L. Maznevski, Nicholas A. Athanassiou 10 Overcoming Barriers to Information Sharing in Virtual Teams 214 Catherine Durnell Cramton, Kara L. Orvis Part Three Summary 231 PART FOUR: WIRING THAT CONNECTS: IMPLEMENTING INFORMATION TECHNOLOGY 233 Part Four Introduction 235 11 Context, Task, and the Evolution of Technology Use in Global Virtual Teams 239 Kenneth Riopelle, Julia C. Gluesing, Tara C. Alcordo, Marietta L. Baba, David Britt, Willie McKether, Leslie Monplaisir, Hilary Horn Ratner, Kimberly Harris Wagner 12 Technology Alignment and Adaptation for Virtual Teams Involved in Unstructured Knowledge Work 265 Nelson King, Ann Majchrzak 13 Team or Community of Practice: Aligning Tasks, Structures, and Technologies 292 Arjan Raven Part Four Summary 307 PART FIVE: IT’S ALL ABOUT ACTION: PROCESSES AND DEVELOPMENT 311 Part Five Introduction 313 14 Influence and Political Processes in Virtual Teams 317 Efrat Elron, Eran Vigoda 15 Conflict and Virtual Teams 335 Terri L. Griffith, Elizabeth A. Mannix, Margaret A. Neale 16 The Development of Global Virtual Teams 353 Julia C. Gluesing, Tara C. Alcordo, Marietta L. Baba, David Britt, Kimberly Harris Wagner, Willie McKether, Leslie Monplaisir, Hilary Horn Ratner, Kenneth Riopelle 17 Closing the Time Gap in Virtual Teams 381 Janice A. Klein, Astrid Kleinhanns Part Five Summary 401 18 The Last Word: Conclusions and Implications 403 Cristina B. Gibson, Susan G. Cohen Name Index 423 Subject Index 429

Autorenportrait

Cristina B. Gibson is associate research professor at the University of Southern California's Center for Effective Organizations and has also taught at the University of Wisconsin. Her research on teams has appeared in numerous journals, and she is coauthor of a recent book on multinational teams. Susan G. Cohen is senior research scientist at the University of Southern California's Center for Effective Organizations and an organizational effectiveness consultant. She is the author of numerous journal articles and several books on the topic of teams.

Back cover copy

Virtual Teams That Work offers a much-needed, comprehensive guidebook for business leaders and managers who want to create the organizational conditions that will help virtual teams thrive. Each chapter in this important book focuses on best practices and includes case studies and illustrative examples from a wide variety of companies, including British Petroleum, Lucent Technologies, Ramtech, SoftCo, and Whirlpool Corporation. These real-life examples demonstrate how the principles identified in the book play out within virtual teams. Virtual Teams That Work shows how organizations can put in place the structure to help team members who speak different languages and have different cultural values develop effective ways of communicating when there is little opportunity for the members to meet face-to-face. The authors also reveal how organizations can implement performance management and reward systems that will motivate team members to cooperate across multiple boundaries. And they offer the information to determine which technologies best fit a variety of virtual-team tasks and the level of information technology support needed.

Unpublished endorsement

"Like a two-headed Janus, the virtual team is both a blessing and a curse. This invaluable guide reveals how to leverage the positives and minimize the liabilities. I cannot imagine a virtual team operating without it." — Jay Conger, professor, London Business School, and coauthor, Shared Leadership: Reframing the Hows and Whys of Leadership