Improving the Performance of Virtual Teams through Team Dynamics

Background

Virtual teams are becoming increasingly prevalent as businesses bring geographically dispersed members together to achieve a common goal. Majchrzak et al. (2004) stated that it isn't necessary any more to bring team members together to get their best work: In fact, they can be even more productive if they stay separated and do all their collaborating virtually; when carefully managed, the clash of perspectives led to fundamental solutions, turning distance and diversity into a competitive advantage.

Yet, virtual teams are less successful than face-to-face teams on most outcome measures (Denton, 2006; Potter & Balthazard, 2002). Despite the wide spread of virtual teams, little is known about virtual team processes. Much of virtual team research fails to examine variations in virtual team characteristics that may affect team communication behaviors (Timmerman & Scott, 2006).

Though Potter & Balthazard (2002) argued that interaction style predicts outcomes in virtual teams in ways very similar to those seen in face-to-face teams, Branson, Clausen & Sung (2008) claimed that face-to-face teams form and function differently than computer-mediated (virtual) teams. The differences affect the ability of groups of people to successfully form a team that can function effectively. For example, Warkentin, Sayeed & Hightower (1997) found that virtual team members report lower levels of satisfaction. Lurey & Raisinghani (2001) showed that the teams' processes effecting team performance as well.