Presented by Robert L. Reum MGMT 6600 – Dr. Tang March 14, 2012 Collaborating with Virtuality: Leveraging Enabling Conditions to Improve Team Effectiveness By Cristina B. Gibson, Ph.D. 1

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 2

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 3

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 4

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? 5

Key Factors of Virtuality  Four Key Factors:  1. Electronic Dependence  2. Geographic Dispersion  3. Diversity  4. Dynamic Structure 6

Key Factors of Virtuality Continued  Electronic Dependence  Reliance upon electronic mediated communication to stay in touch and complete work Telephone Fax Teleconferencing  Degree of Virtuality  How much is enough? 7

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? 8

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 9

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 10

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 11

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 12

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? 13

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 14

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? 15

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? 16

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 17

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 18

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 19

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 20

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 21

A Brief Summary  Amplification of Teamwork Benefits  Increased Efficiency  Must Leverage Enabling Conditions 22

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? 23

References  Badrinarayanan, Vishag, and Arnett, Dennis B. (2008). Effective Virtual New Product Development Teams: An Integrated Framework. The Journal of Business & Industrial Marketing. (pp ).  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 ). 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, (pp ).  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 February (pp ). 24

Thank You 25 Questions ?