Creating Effective VTs_Ye Li

8/3/2019 Creating Effective VTs_Ye Li

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Creating, effective virtual teams

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Summary

Ye LiCenter for DoctoraL Studies in BusinessUniversity of Mannheim

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Heidelberg-Mannheim Interdisciplinary Cross-cultural Salon2011 Seventh: Sociall networking and virtuaL teams

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Ye Li IEt{rEI!i:PJtiIS~NII"OR"IATlQH SY5TEMSCenter for DoctoraL Studies in Business &Chair of lnformation Systems IV, University ofMannheim (since 8.2010)Rese arch to pic : v irtu al Lea de rsh ip , coLLa bo tivetechnoLogy in multicultural virtuaL teams

A few words aboutme. . .


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Phy s ica lly sepa ra te d b y space and/or time

Work towards a common goal throughinterdependent tasksStrongly relay on information andcommunication technoloqy (I(T)

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What is a virtual team(VT)?


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A student team works on a course-related teamproject have face-to-face rneetinqs in classrooms chat on Q Q , IMSN share documents via em ail

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A cross-functional workinq team works ona project atthe same site (e.q., R&D, production, testing) frequent or occasional face-to-face meeting talk on phones send information or documents via email store files in a shared workspace

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A cross-functional and cross-border team works onaproject (e.q., R & D in Germany, production in China;research in Germany, software development in India) occasional, rare or no face-to-face meetings shared calender shared workspace audio/video conferences, telepresence


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"Every team is virtual to some degree"

Information and communication technoLogyenables communication and collaboration invirtual teams


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Integrating distributed resources

Increasing productivity and innovationReducinq costs

Improving market agilityFacilitating orqanizational restructuring

Reasons


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PhysicaLseparation issues feeUng of isolation Limited human connection l imited communication cues formation of sub-groups Unavailabi lity-> trust-> team cohesion-> inefficiency

Terhnoloqy issues. d i ff e re n t I T i n fr a st ru c tu r e s/ so f tw a re s different skl l ls, preference-> conflicts-> inefficiency

Culturat issues lanqauqe, communication styles wO l rk in g cultures commitment, t ime management decision making process-> conflicts-> team cohesion-> inefficiency

1 i : 1 i ." ' " ) .


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PhysicaL separation issues feeling of isoLation Limited human connection Limited communication cues formation of sub-groups Unavailability-> trust-> team cohesion-> inefficiency


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CuL tu raL is sues Langauge, communica tion styLes work ing cuLtures comm itment, tim e management dec is ion making process-> confLicts-> team cohesion-> ineff iciency

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TechnoLogy issues d iffe ren t IT in fras tru ctu res /so ftwa res d iffe ren t sk i Us, p re fe rence-> confl ic ts-> ine ffic iency


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2010, RW3 CultureWizard survey with 600 employees inrnultlnatlonal corporations 40% believes their virtual teams were underperforming In virtual teams it is more difficult to manage conflict(73% ), m ake dec is ions (69% ), exp ress op in ions (64% ),deliver quality output (48%) and generate innovativeideas (47%) than in co-located teams


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P 'le ase s e le ct w hkh o fthe fo llo win g a re the primary cha lle nge s o f m a naging a v ir tu alte am ? S ele ct u p to thre e.(% 1 r e s po n d e n1 !: s )

Mi su n de rs ta nd in gs d u e to d i ff er en ce s i n c u lt u re /l an gl !. la ge , i na b il it y t o r ea d p eopl e's e xpr es si on s, e tcD iff icu il ly i n h~a din g t eam s r em o te LyD i ff ic u lt ty i n b u i l d i n g cam arad erie and tru st

M a n ,a g in g 'i n i fu rm a t io n o v e r lo a dLos so f p ro d ud i\ lit y c II uet o I T p ro b lems

Other , plsase spedfy

407 executives inEuropean companies1 /3 badL.y rnanaqed

S ecu rity o fin fcrm atto n (e gll fe a rs , o ve r Los s ofin teUectuaLpr oper ty , e tc .,)

Sou rce : Economis t In te ll ige nc e U nit s ur ve y, O cto be r-N ov em b er 2 00 9.


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Sm a ll d is tance m a tte rsH ihII

TeamP e r i o l 1 1 1 a n c e

Low

Same SameC ity C ountryDispersion

Efficiency

SameFloor

SameBuildil1g SameS i J t e Same ID ffforentC o ntjn en t C o ntin en t

(S ie bd ra t, F ., H oe ql, 1 M.,a nd E rn st, H . 2 00 9)


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T eam membe r qua litie s A balanced social, task and technoloqy skills H ig h s e lf -e ff ic ac y , i ni ti at iv e , c ol la b or at iv e->trust, efficiency Responsibility, independence

-> handling uncertainty M l u lt it as ki ng , po ly chr oni ci ty Cultural intelligence Prim experience

Organization environment Leadersh ip drive Team staffing Technology strategies Task selectlon/allocatlon Mission, goals, roles, motivation Temporal coordination , t' t, Confllct management Team cuLture ' " " t Affect management

IExecutive support Support for informal team building Shared organizationaL culture B aLa nc ed p ow er d istrribution Uniform IT infrastructure Training

Creating effec tive VTs


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Orqanizatlon environment Executive support Support for informaL team building Shared organizationaL cuLture BaLanced power distribution Uniform IT infrastructure Training


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Team member quaLities A balanced social, task and technology skiLLs High self-efficacy, initiative, coLLaborative

->trust, efficiency Responsibility, independence-> handling uncertainty

Multitasking, polychronicity Cultural intelligence Prior experience


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Leadersh ip drive

Affect management . . _ _ _ _ - - - - - - -


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Summary Virtual teams distributed acrossmultipLe boundaries, heav i ly rely on leT

Introduce both benefits and challenqes Need ad apta tion a t orqanizational,individual and teadership levels


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Ye LiCDSB, University of MannheimLiS, 1-6, Room 416+49 621181 3592l iye@ rn ail. un i-man n he im.de

Creating Effective VTs_Ye Li

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