Temporary Virtual Teams: An Empirical Examination of Team Development

Temporary Virtual Teams: An Empirical Examination of Team Development

Stacey L. Connaughton (Purdue University, USA), Elizabeth A. Williams (Purdue University, USA), Jennifer S. Linvill (Purdue University, USA), Elizabeth J. O’Connor (Purdue University, USA) and Troy Hayes (Ingersoll-Rand plc., USA)
DOI: 10.4018/978-1-60960-100-3.ch423
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Temporary virtual teams are common organizing forms across industries and sectors, and their members often span national, functional, and other boundaries. Many times temporary virtual team members have no prior experience working with one another, may seldom if ever meet face-to-face, and may never work together again, thus team development may occur differently than it does in long-term or in tact teams. Yet little is known about the development of temporary virtual teams and the process challenges therein. The purpose of this chapter is to contribute to this body of research by revealing how individuals who are members of a temporary virtual team experience team development. Specifically, this chapter (a) reviews two often-cited models of team development and discusses the limited body of research on virtual team development; (b) presents findings from a study of one organization’s business intelligence teams that were temporary, virtual, and global in nature; and (c) advances a research agenda for scholars in this area and recommendations to practitioners who are working in these contexts.

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