Interactive Effects of Team Virtuality and Work Design on Team Functioning
© The Author(s) 2019. This review study aimed to investigate how team work design shapes the impact of team virtuality on team functioning. Based on 48 studies, we identified key work design variables that influence both team functioning, that is, team performance and intermediary outcomes (i.e., te...
| Main Authors: | , , , |
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| Format: | Journal Article |
| Language: | English |
| Published: |
SAGE PUBLICATIONS INC
2019
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| Subjects: | |
| Online Access: | http://hdl.handle.net/20.500.11937/76511 |
| _version_ | 1848763705649528832 |
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| author | Handke, L. Klonek, Florian Parker, Sharon Kauffeld, S. |
| author_facet | Handke, L. Klonek, Florian Parker, Sharon Kauffeld, S. |
| author_sort | Handke, L. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | © The Author(s) 2019. This review study aimed to investigate how team work design shapes the impact of team virtuality on team functioning. Based on 48 studies, we identified key work design variables that influence both team functioning, that is, team performance and intermediary outcomes (i.e., team processes and emergent states), under conditions of high virtuality (or in interaction with virtuality). First, while outcome interdependence showed positive effects on the functioning of virtual teams, particularly via motivational increases, task interdependence showed mixed results. Second, high levels of knowledge characteristics (e.g., task complexity) appear to worsen team functioning within virtual contexts, likely because these characteristics add to the demands of an already demanding context. Third, job resources (e.g., feedback) showed positive associations with team functioning, suggesting these variables might buffer the high demands of virtual work. Given these results, more investigations that explicitly examine the interaction between work design and team virtuality are needed. |
| first_indexed | 2025-11-14T11:07:43Z |
| format | Journal Article |
| id | curtin-20.500.11937-76511 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T11:07:43Z |
| publishDate | 2019 |
| publisher | SAGE PUBLICATIONS INC |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-765112019-10-11T06:41:22Z Interactive Effects of Team Virtuality and Work Design on Team Functioning Handke, L. Klonek, Florian Parker, Sharon Kauffeld, S. Social Sciences Psychology, Applied Management Psychology, Social Psychology Business & Economics computer-mediated communication virtual groups teamwork work design FACE-TO-FACE ADVANCED MANUFACTURING TECHNOLOGY COMPUTER-MEDIATED COMMUNICATION TASK INTERDEPENDENCE DECISION-MAKING PERFORMANCE FEEDBACK LEADERSHIP-STYLE MODERATING ROLE JOB DEMANDS REAL TEAMS © The Author(s) 2019. This review study aimed to investigate how team work design shapes the impact of team virtuality on team functioning. Based on 48 studies, we identified key work design variables that influence both team functioning, that is, team performance and intermediary outcomes (i.e., team processes and emergent states), under conditions of high virtuality (or in interaction with virtuality). First, while outcome interdependence showed positive effects on the functioning of virtual teams, particularly via motivational increases, task interdependence showed mixed results. Second, high levels of knowledge characteristics (e.g., task complexity) appear to worsen team functioning within virtual contexts, likely because these characteristics add to the demands of an already demanding context. Third, job resources (e.g., feedback) showed positive associations with team functioning, suggesting these variables might buffer the high demands of virtual work. Given these results, more investigations that explicitly examine the interaction between work design and team virtuality are needed. 2019 Journal Article http://hdl.handle.net/20.500.11937/76511 10.1177/1046496419863490 English SAGE PUBLICATIONS INC restricted |
| spellingShingle | Social Sciences Psychology, Applied Management Psychology, Social Psychology Business & Economics computer-mediated communication virtual groups teamwork work design FACE-TO-FACE ADVANCED MANUFACTURING TECHNOLOGY COMPUTER-MEDIATED COMMUNICATION TASK INTERDEPENDENCE DECISION-MAKING PERFORMANCE FEEDBACK LEADERSHIP-STYLE MODERATING ROLE JOB DEMANDS REAL TEAMS Handke, L. Klonek, Florian Parker, Sharon Kauffeld, S. Interactive Effects of Team Virtuality and Work Design on Team Functioning |
| title | Interactive Effects of Team Virtuality and Work Design on Team Functioning |
| title_full | Interactive Effects of Team Virtuality and Work Design on Team Functioning |
| title_fullStr | Interactive Effects of Team Virtuality and Work Design on Team Functioning |
| title_full_unstemmed | Interactive Effects of Team Virtuality and Work Design on Team Functioning |
| title_short | Interactive Effects of Team Virtuality and Work Design on Team Functioning |
| title_sort | interactive effects of team virtuality and work design on team functioning |
| topic | Social Sciences Psychology, Applied Management Psychology, Social Psychology Business & Economics computer-mediated communication virtual groups teamwork work design FACE-TO-FACE ADVANCED MANUFACTURING TECHNOLOGY COMPUTER-MEDIATED COMMUNICATION TASK INTERDEPENDENCE DECISION-MAKING PERFORMANCE FEEDBACK LEADERSHIP-STYLE MODERATING ROLE JOB DEMANDS REAL TEAMS |
| url | http://hdl.handle.net/20.500.11937/76511 |