Welcome to the InfoSci Platform
Reference Hub1
Leveraging Diversity in a Virtual Context: Global Diversity and Cyber-Aggression

Leveraging Diversity in a Virtual Context: Global Diversity and Cyber-Aggression

Robyn A. Berkley, Roxanne Beard, David M. Kaplan
Copyright: © 2012 |Pages: 19
ISBN13: 9781466618121|ISBN10: 1466618124|EISBN13: 9781466618138
DOI: 10.4018/978-1-4666-1812-1.ch029
Cite Chapter Cite Chapter

MLA

Berkley, Robyn A., et al. "Leveraging Diversity in a Virtual Context: Global Diversity and Cyber-Aggression." Handbook of Research on Workforce Diversity in a Global Society: Technologies and Concepts, edited by Chaunda L. Scott and Marilyn Y. Byrd, IGI Global, 2012, pp. 504-522. https://doi.org/10.4018/978-1-4666-1812-1.ch029

APA

Berkley, R. A., Beard, R., & Kaplan, D. M. (2012). Leveraging Diversity in a Virtual Context: Global Diversity and Cyber-Aggression. In C. Scott & M. Byrd (Eds.), Handbook of Research on Workforce Diversity in a Global Society: Technologies and Concepts (pp. 504-522). IGI Global. https://doi.org/10.4018/978-1-4666-1812-1.ch029

Chicago

Berkley, Robyn A., Roxanne Beard, and David M. Kaplan. "Leveraging Diversity in a Virtual Context: Global Diversity and Cyber-Aggression." In Handbook of Research on Workforce Diversity in a Global Society: Technologies and Concepts, edited by Chaunda L. Scott and Marilyn Y. Byrd, 504-522. Hershey, PA: IGI Global, 2012. https://doi.org/10.4018/978-1-4666-1812-1.ch029

Export Reference

Mendeley
Favorite

Abstract

In this chapter, the authors present a model for understanding the context and determinants of aggression within an on-line environment, known as cyber-aggression. They propose that the heterogeneity of global virtual teams along with other key individual characteristics such as Social Dominance Orientation, Identification Threat, and past experience with aggression/harassment will lead to greater likelihood of cyber-aggression occurring or being perceived by group members. Additionally, the use of lean communication media, as well as the distance between team members and the social and professional isolation that goes along with global virtual team work also contributes to greater likelihood of cyber-aggression occurring. Lastly, without any way to build meaningful trust in a virtual setting and a lack of cross-cultural competence, members of global virtual teams are more likely to engage in behaviors that do not demonstrate cultural sensitivity or cohesion on the team, resulting in poor communication which can lead to more aggressive behaviors. The authors conclude their chapter with recommendations on how to best combat these pitfalls of working in a virtual environment.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.