Managing Relationships in Virtual Team Socialization

Managing Relationships in Virtual Team Socialization

Shawn D. Long (University of North Carolina at Charlotte, USA), Gaelle Picherit-Duthler (Zayed University, UAE) and Kirk W. Duthler (Petroleum Institute, UAE)
Copyright: © 2010 |Pages: 10
DOI: 10.4018/978-1-60566-984-7.ch104
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Abstract

The traditional organizational workplace is dramatically changing. An increasing number of organizations are employing workers who are physically and geographically dispersed and electronically dependent on each other to accomplish work (Gibson & Cohen, 2003; Griffith, Sawyer, & Neale, 2003). Recent technological advances, combined with more flexible job design, have helped increase the number of people working in distributed environments. Hence, more employees are working individually and on teams that seldom, if ever, meet face to face. These virtual employees have the same work responsibilities as traditional employees in addition to the challenge of operating within the dynamics of these newly designed mediated workplaces. Rapid developments in communication technology and the increasing influence of globalization and efficiency on organizations have significantly accelerated the growth and importance of virtual teams in contemporary workplaces. Virtual teams are becoming more commonplace because of the possibilities of a more efficient, less expensive, and more productive workplace. Additionally, PaulLurey & Raisinghani, 2001; Piccoli & Ives, 2003).

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