presented by robert l. reum mgmt 6600 – dr. tang march 14, 2012 collaborating with virtuality:...
TRANSCRIPT
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Presented by Robert L. ReumMGMT 6600 – Dr. Tang
March 14, 2012
Collaborating with Virtuality: Leveraging Enabling
Conditions to Improve Team Effectiveness
By Cristina B. Gibson, Ph.D.
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Author: Cristina B. Gibson, Ph.D. Education
B.A. in Psychology Ph.D. in Organizational Behavior
Grants and Awards 1998 NSF POWRE Award 2002 Ascendant Scholar Award 2002 Excellence in Research Award
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Author Continued
Publications 2 Books 34 Journal Articles 12 Book Chapters 1 Paper Under Review 5 Works in Process
Career Full Professor at UC Irvine Academy of Management Journal Editorial Board
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The Value of Teamwork
A Few Questions to Start
Relatively New Subject “…research on virtual teams is still in its
nascent stages.” (Badrinarayanan and Arnett, 2008)
Collaboration as a Competitive Advantage Innovative solutions at lower costs
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Virtual Teams Defined
“Virtual Team” “‘Teams who are interdependent in their
tasks who share responsibilities for outcomes and who see themselves, and are viewed by others, as a team.’” (Gibson, 2011)
Virtual vs. Co-Located Teams What is the difference?
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Key Factors of Virtuality
Four Key Factors: 1. Electronic Dependence 2. Geographic Dispersion 3. Diversity 4. Dynamic Structure
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Key Factors of Virtuality Continued
Electronic Dependence Reliance upon electronic mediated
communication to stay in touch and complete work Telephone Email Fax Teleconferencing
Degree of Virtuality How much is enough?
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Key Factors of Virtuality Continued
Geographic Dispersion Members work from many different
locations Regions Countries States Cities
Perceived vs. Actual Proximity Does one outweigh the other?
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Key Factors of Virtuality Continued
Cultural Diversity Virtuality makes it possible to bring together
members representing highly diverse groups Regions Nations Cultures Organizations
Sociotechnological Systems Social systems intertwined with technology
systems
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Key Factors of Virtuality Continued
Dynamic Structure Highly virtual teams have a structure that is
dynamic and evolving Participants may be unknown in advance
Special Skills Needed External adjustment skills help members
address the team’s dynamic nature
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The Role of Collaboration
Collaboration as an Engine for Innovation Creates a shared understanding and
increases knowledge development Very important to organization’s innovative
capabilities
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Virtual Collaboration: Framework
The Need for a New Framework There are many factors that affect the
effectiveness of a virtual team Leaders and members create conditions that
support effectiveness
Design Factors Must contribute to the establishment of
enabling conditions that increase effectiveness Factors help create the right support conditions
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Design Factors
Four Design Factors: 1. Organization and Team Structure 2. Information Technology 3. Team Members 4. Team and Work Processes
Additional Help Factors within factors?
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Design Factors Continued
Organizational and Team Structures Goals Leadership Task Design Social Structure
Objectives: Decrease power and hierarchical issues Acquire a full representation of the team
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Design Factors Continued
Information Technology Tools for electronic communication provide
the infrastructure for virtual collaboration What types? When and how used? Access?
Low Tech vs. High Tech Which is the preference?
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Design Factors Continued
Team Members Goal is to facilitate knowledge capture and
sharing Laterality Tolerance for Ambiguity Abilities Efficacy Beliefs External Connections
The Power of Networks Strength in numbers?
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Design Factors Continued
Team and Work Processes Communication Decision Making Conflict Resolution
A Call for Caution Increased opportunity for misunderstandings Consensus is more difficult to reach Conflict is more likely to be hidden
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Enabling Conditions
Enabling Successful Collaboration Requires careful management of design
factors to enable the right conditions.
Three Conditions: 1. Shared Understanding 2. Integration 3. Trust and Supportive Communication
Climate
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Enabling Conditions Continued
Shared Understanding Important to establish commonalities in
beliefs, expectations, and perceptions.
Key Understandings: Goals How to Achieve Goals Tasks Role and Contribution of Each Team Member
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Enabling Conditions Continued
Integration and Adjustment Establishes ways that different parts of an
organization can work together
Goals of Integration Create Value Develop Products Deliver Services
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Enabling Conditions Continued
Trust and Supportive Communication Climate Mutual trust and support in the team
Why is this so important? Tremendous Differences Interpersonal Cues Making Impressions About Team Members
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A Brief Summary
Amplification of Teamwork Benefits
Increased Efficiency
Must Leverage Enabling Conditions
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Final Thoughts
Definitive Benefits of Teamwork Can it be disputed?
Virtual vs. Co-Located Teams What if you don’t get it right?
The Future of Virtual Collaboration Will the ubiquitous adaptation to new
technologies render current strategies obsolete?
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References
Badrinarayanan, Vishag, and Arnett, Dennis B. (2008). Effective Virtual New Product Development Teams: An Integrated Framework. The Journal of Business & Industrial Marketing. (pp. 242-248).
Gibson, C.B. (2011). Collaborating with Virtuality: Leveraging Enabling Conditions to Improve Team Effectiveness. In Joyce S. Osland and Marlene E. Turner (Eds.), The Organizational Behavior Reader. (pp.298-309). Upper Saddle River: Pearson Prentice Hall.
Gibson, C.B., and Cohen, S.G. (2003). Virtual Teams That Work: Creating Conditions for Virtual Team Effectiveness. San Francisco: Jossey-Bass.
Gressgard, Leif Jarle. (2010). Virtual Team Collaboration and Innovation in Organizations. Team Performance Management. Vol. 17, No. ½, 2011. (pp. 102-119).
Ocker, Rosalie J., and Fjermestad, Jerry. (2008). Communication Differences in Virtual Design Teams: Findings from a Multi-Method Analysis of High and Low Performing Experimental Teams. Database for Advance Information Systems. 39. 1. February 2008. (pp. 51-67).
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Thank You
Questions?