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Creating Positive Attitudes in Virtual Team Members

Creating Positive Attitudes in Virtual Team Members

D. Sandy Staples, Ann Frances Cameron
Copyright: © 2004 |Pages: 23
ISBN13: 9781591402046|ISBN10: 1591402042|EISBN13: 9781591402053
DOI: 10.4018/978-1-59140-204-6.ch005
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MLA

Staples, D. Sandy, and Ann Frances Cameron. "Creating Positive Attitudes in Virtual Team Members." Virtual and Collaborative Teams, edited by Susan H. Godar and Sharmila Pixy Ferris, IGI Global, 2004, pp. 76-98. https://doi.org/10.4018/978-1-59140-204-6.ch005

APA

Staples, D. S. & Cameron, A. F. (2004). Creating Positive Attitudes in Virtual Team Members. In S. Godar & S. Ferris (Eds.), Virtual and Collaborative Teams (pp. 76-98). IGI Global. https://doi.org/10.4018/978-1-59140-204-6.ch005

Chicago

Staples, D. Sandy, and Ann Frances Cameron. "Creating Positive Attitudes in Virtual Team Members." In Virtual and Collaborative Teams, edited by Susan H. Godar and Sharmila Pixy Ferris, 76-98. Hershey, PA: IGI Global, 2004. https://doi.org/10.4018/978-1-59140-204-6.ch005

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Abstract

Patterns of what is required to enhance a virtual team member’s satisfaction with their work and with being part of the team, their commitment to the team, and their motivation with the project were identified via case studies of six employee virtual teams. Positive patterns were found between two or more of these outcome attitudes and the following input variables: significance of the task, task autonomy, interpersonal skills, team potency, and team spirit. Managing these input variables well would be important for organizations with virtual teams, because doing so could positively affect the team members’ attitudes toward the work, leading to enhanced productivity and effective behavior. Implications for practitioners and researchers are offered.

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