Suddenly, COVID-19 has changed the world and the way people work. Companies had to accelerate something they knew was imminent in the future, but not immediate and extremely humongous. This situation ...poses a huge challenge for companies to survive and thrive in this complex business environment and for employees, who must adapt to this new way of working. An effective e-leadership, which promotes companies' adaptability, is needed. This study investigates the existing knowledge on teleworking and e-leadership; and analyzes the supposed challenges. The literature review shows that companies with effective e-leadership can view teleworking as an opportunity. It is advantageous for not only companies' productivity but also the environment and people who work remotely. However, a traditional or no leadership can result in some risks. Thriving in remote work environments implies that managers must adjust the companies' structure, making them less hierarchical, and developing new abilities to establish a strong and trustworthy relationship with their employees to maintain their competitiveness, while retaining a genuine concern for their employees' well-being. Similarly, successful e-leadership must be able to consolidate and lead effective virtual teams to accomplish organizational goals. This study contributes to the literature and leaders during the pandemic.
Digital technology has changed organizations in an irreversible way. Like the movable type printing accelerated the evolution of our history, digitalization is shaping organizations, work environment ...and processes, creating new challenges leaders have to face. Social science scholars have been trying to understand this multifaceted phenomenon, however, findings have accumulated in a fragmented and dispersed fashion across different disciplines, and do not seem to converge within a clear picture. To overcome this shortcoming in the literature and foster clarity and alignment in the academic debate, this paper provides a comprehensive analysis of the contribution of studies on leadership and digitalization, identifying patterns of thought and findings across various social science disciplines, such as management and psychology. It clarifies key definitions and ideas, highlighting the main theories and findings drawn by scholars. Further, it identifies categories that group papers according to the macro level of analysis (e-leadership and organization, digital tools, ethical issues, and social movements), and micro level of analysis (the role of C-level managers, leader's skills in the digital age, practices for leading virtual teams). Main findings show leaders are key actors in the development of a digital culture: they need to create relationships with multiple and scattered stakeholders, and focus on enabling collaborative processes in complex settings, while attending to pressing ethical concerns. With this research, we contribute to advance theoretically the debate about digital transformation and leadership, offering an extensive and systematic review, and identifying key future research opportunities to advance knowledge in this field.
Using a field sample of 101 virtual teams, this research empirically evaluates the impact of traditional hierarchical leadership, structural supports, and shared team leadership on team performance. ...Building on Bell and Kozlowski's (2002) work, we expected structural supports and shared team leadership to be more, and hierarchical leadership to be less, strongly related to team performance when teams were more virtual in nature. As predicted, results from moderation analyses indicated that the extent to which teams were more virtual attenuated relations between hierarchical leadership and team performance but strengthened relations for structural supports and team performance. However, shared team leadership was significantly related to team performance regardless of the degree of virtuality. Results are discussed in terms of needed research extensions for understanding leadership processes in virtual teams and practical implications for leading virtual teams.
We investigate the relationship between personal and professional familiarly, team effectiveness, and viability, and how these relationships are mediated by information elaboration in global virtual ...teams. We further assess whether virtuality moderates the relationships between both types of familiarity and information elaboration. Based on data collected from 63 global virtual supply chain teams, our results suggest that professional familiarity is positively associated with team information elaboration, which in turn relates positively to both manager-rated team effectiveness and team leader–rated viability. Furthermore, team virtuality enhances the influence of personal familiarity on information elaboration, but dampens the relationship between professional familiarity and information elaboration. Our results suggest that professional familiarity is a more salient antecedent of information elaboration in global virtual teams. We discuss the implications of our results for both theory and practice.
Virtual teams in organizations Dulebohn, James H.; Hoch, Julia E.
Human resource management review,
12/2017, Letnik:
27, Številka:
4
Journal Article
Recenzirano
Organizations continue to widely adopt virtual teams as a primary way to structure work and the recent growth in utilization has outstripped theory and research on virtual teams. The explosive growth ...in virtual team use by organizations and the inherent challenges of virtual teams highlight the need for theory and research to inform organizations in designing, structuring and managing virtual teams. Therefore, the purpose of this special issue is to (a) advance theory and research on virtual teams, (b) offer new directions for research on the topic, and (c) contribute to efforts to enhance the effectiveness of virtual teams in organizations. Toward this end, in this introduction we provide a brief overview of virtual teams and present an input-process-output framework to contextualize and organize the eight papers appearing in this special issue.
Global Virtual Teams (GVTs) are a commonplace in contemporary organizations, and an already established topic of research in international management. While we have a good understanding of advantages ...and challenges associated with this ubiquitous form of work groups, this special issue aims to contribute to theory development by focusing on key drivers that influence the success of GVTs, along with ways for mitigating their challenges. We briefly review current knowledge on GVTs and propose a structuring framework that can help with both organizing what we know about GVTs, and with guiding the conversation on where the research on this topic might focus next. We then introduce four special issue articles that illustrate avenues for generating new empirical evidence towards uncovering key characteristics and dynamics underlying GVTs complexities, providing useful insights for both theory development and managerial practice.
The impacts of COVID-19 on workers and workplaces across the globe have been dramatic. This broad review of prior research rooted in work and organizational psychology, and related fields, is ...intended to make sense of the implications for employees, teams, and work organizations. This review and preview of relevant literatures focuses on (a) emergent changes in work practices (e.g., working from home, virtual teamwork) and (b) emergent changes for workers (e.g., social distancing, stress, and unemployment). In addition, potential moderating factors (demographic characteristics, individual differences, and organizational norms) are examined given the likelihood that COVID-19 will generate disparate effects. This broad-scope overview provides an integrative approach for considering the implications of COVID-19 for work, workers, and organizations while also identifying issues for future research and insights to inform solutions.
Public Significance Statement
COVID-19 has disrupted work and organizations across the globe. This overview integrates and applies prior research in work and organizational psychology as well as related fields in its examination of emergent changes for work practices as well as workers. This article also acknowledges and considers the disproportionate impacts that COVID-19 may have on workers depending on demographic characteristics, individual differences, and relevant organizational norms. In addition to helping make sense of the implications of COVID-19 for employees, teams, and work organizations, this review features roadmaps for future research and action.
Purpose: The purpose of this paper is to examine the virtual teams effectiveness in productivity, whether leadership and Empowerment with the relevant factors influencing the virtual team ...productivity are not. This study examines the virtual group in IT enterprises and their authority and strengthening of efficiency of a virtual group.
Theoretical framework: An essential method for directing business for associations to stay serious and support in a global environment. What's more, that is used in numerous kinds and sizes of associations either as a key unit or as a supporting unit. Virtual groups in Indian programming organizations stand out explicitly inside the world wide IT service sector.
Design/methodology/approach: The present study is conducted by designing the set of questionnaires with respect to the leadership and empowerment of a virtual team and the performance of virtual team factors. And it is distributed to the organization, which uses a virtual team. The questionnaires were distributed to the 300 participants; only 257 responses are received from the company. From the 300 respondents, 43 responses were rejected because the response is not clear, so a total of 257 responses are taken. By using a 5-point Likert scale, the questionnaire was prepared.
Finding: The relationship between the team effectiveness, team performance, and empowering the leadership of the hypothesis are empirically tested. The result indicated that the empowerment and leadership of a virtual team enhanced the performance and productivity of a virtual team.
Research, Practical & Social Implication: The paper contributes to a better understanding of the internal processes within a virtual team in order to develop the effectiveness through Leadership and empowerment which increase the productivity.
Originality/value: Notwithstanding the inescapability of overseeing virtual groups, associations find it especially provoking for virtual colleagues to display and deal with their initiative ways of behaving.
Building information modelling (BIM) teams, hereafter referred to as BIM-based construction networks, are teams whose possibly geographically dispersed members from various organisations and ...disciplines, perform project tasks on BIM-enabled projects. In recent years, BIM-based construction networks have progressively become the norm in executing BIM activities on projects. However, even though achieving BIM's full capabilities relies on effective collaboration among the team members in BIM-based construction networks, it is still a struggle for these members to collaborate. Nonetheless, only a few studies have been conducted to identify the barriers to strengthening team collaboration in BIM-based construction networks. To address this gap, the current study, by examining 73 journal articles on collaboration in BIM-based construction networks, builds upon a theoretical review of the literature. A conceptual model is presented to capture the main barriers to collaboration in BIM-based construction networks. The study benefits researchers as well as project managers. For researchers, the conceptual model provides an intermediate theory, namely, a theoretical basis to direct further knowledge creation attempts on the topic. In addition, the conceptual model supports project managers on BIM-enabled projects. That is, it simplifies the knowledge now available for practical applications enabling it to be translated into guidelines and practical instructions on real-life projects.
•Focuses on issues of collaboration in BIM-based construction networks•Conducts a review of extant literature to identify the barriers to collaboration•Provides a conceptual model, as an intermediate theory to capture the barriers culled from the literature•Makes available a typology for the barriers and directs future research on the topic
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