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Requisites of a successful virtual team

　　　　
　　　　
　　　　
　　　　Performance is one key factor receiving a lot of attention within the last few years. Many researchers have consistently disintegrated factors considered having an influence on performance of management. Virtual teams are necessary for the performance of the business. Virtual teams can be defined as a group of people who are working across the boundaries of the business organization. Communication technology strengthens their activities. Virtual team members are usually under minimal supervision. Unlike the old face to face management, virtual team management does not require members to avail for meetings with the managers. Performance of virtual teams has faced critics from different researchers. The paper is an annotated bibliography highlighting reliable sources for discussion whether a well thought adjustment in the method of communication; team building and ways of resolving conflicts are requisite for a successful virtual team.

Armstrong, D. J., & Cole, P. (1996). Managing distances and differences in geographically distributed work teams. In S.E Jackson & M.N. Ruderman (Eds), Diversity in work teams: Research paradigms for a changing workplace (pp. 187-215). Washington, DC: American Psychological Association.

　　　　The authors to the book conducted a case study of an organization that used virtual teams. Their research was based on review done on group documents and as well interviewing the team members impact on the organization. Their research showed many factors influencing virtual teams. The authors highlight the importance of electronic communication on the team and as well the impact that conflicts existing among corporate members. The book highlights the determining factors towards the success of a virtual team. Based on their research, a virtual team can find success through effectively structured leadership and management. In addition, adjustment to the use of technology determines the success of a virtual team. This source is relevant as it gives the determining factors towards the success of a virtual team. It is liable following the author’s effort to highlight several factors that affect the performance of virtual teams.

Barua, A., Ravindran, S.,& Whimston, A.B (1997). Coordination in information exchange between organizational decisions units. IEEE Transactions on Systems, Man, and Cybernetics: Part A. Systems and Humans, 27, 690-698

　　　　This article discusses some problems encountered while coordinating information during communication between virtual team members. The article suggests that failure of a virtual team is highly dependent on the failure in communication. An example of a problem encountered during communication is (Land’s End, a mail-order company). In this example, the business units had conflicts with categorization of sales. One unit required information to be categorized according to style while the other unit required information to be categorized by color and size. This is conflict between the business units that had a high impact on the performance of the virtual teams. The article is relevant as it provides the solution towards similar conflicts between the virtual teams. The article makes a suggestion on uniformity of information management. Information technology is another idea that made towards successful virtual teams. This is a liable source as it provides the result that the adjustment of communication and conflict solving has towards the success of a virtual team.
Bordia, P. (1997). Face-to-face versus computer mediated communication: A synthesis of the experimental literature. The journal of Business Communication, 34, 99-121

　　　　The author provides a review of some published experimental studies comparing face-to-face teams and virtual teams. The author highlights some differences based on the research done. It is quite clear that the performance of virtual teams is dependent on individual member effort. He states that the performance of face-to-face teams is efficient. However, he provides a solution towards the shortcomings of virtual teams. Tasks that do not require socio-emotional interactions are better done using virtual teams than face-to-face teams. On the other hand, tasks that need more interactions between members are better done using face-to-face teams. The author highlights that communication medium used in virtual teams affects the team’s effectiveness. Adjustment of method of communication used in a virtual team plays an important role as the different tasks require different mediums of communication. The author concludes by giving an evaluation based on the influence that computer-mediated communication methods have on the performance of virtual teams. The source is liable as it gives a clear description of how adjustment of communications affects the performance of a virtual team.

Kling, R. (1996). Social relationships in electronic forums. Hangouts, salons, workplaces and communities. In R. Kling (Ed), computerization and controversy: Value conflicts and social choices (2nd ed.,pp. 426-453). san Diego, CA: Academic Press, 961 pages.

　　　　This is a chapter that examines the different types of controversies that lies on the social relations between people. The chapter describes the conflicts to arise as a result of communication between people using computer networks. According to the author, when members of the team communicate and work through computer networks, many conventional social categories destabilize. This chapter is relevant to the research since it provides a clear impact that communication technology has towards work life. It is a liable source as it gives a clear description of the impact brought about by adjustment of the method of communication in solving conflicts between team members. The authors describe that a successful team is characterized by minimal conflicts between members and as well use of a liable medium of communication.
Kossler, M.E., & Prestige, S. (1996). Geographically dispersed teams Issues & Observations, 16(2/3), 9-11

　　　　The authors to the book introduce their work by showing how complicated the method of planning meetings can be while working with virtual teams. The authors highlight some challenges that virtual teams face. Conflicts arise as a result of sharing of tasks in a virtual team. Solving conflicts is crucial in any virtual team in order to ensure that the initial trust among team members prevails. Rules towards sharing of information in the team and responding to the message are highlighted as one solution towards the existing conflicts between team members. The authors conclude by giving a solution towards conflicts arising from culture difference. This source is relevant to the research paper as it gives a clear solution towards conflicts that exist among team members. The source clearly describes the influence that conflicts have in a virtual team. It has an implication in its description of a successful virtual team.

Jarvenpaa, S.L., Knoll, K., & Leidner, D.E. (1998). Is anybody out there? Antecedents of trust in global virtual teams. Journal of Management Information Systems, 14(4), 29-64

　　　　This is based on research aimed at exploring the antecedent of trust in global virtual teams. A quantitative analysis of the research shows that an individual’s propensity to trust has a positive effect to the individual’s trust in the team. Team building activities also have a positive impact on the member’s performance. This article shows that the performance and effectiveness of a virtual team are dependent on team building. The source is reliable to the research paper as it gives an explanation on the importance of team-building activities in a virtual team. Its implication is based on the qualitative and quantitative research done by the authors on the performance of the virtual team. This book shows team building is a requisite for a successful virtual team.

Wrdell, C. (1998, November). The art of managing virtual teams: Eight lessons. Harvard Management Update, pp.4-5.

　　　　These lessons are concluded after an extensive discussion done with business executives and team experts. The article provides lessons directed to virtual team leaders. The article provides a description that the virtual team leaders have a role to ensure that they handle a basic team strategy before approaching the strategies of the virtual team. Managers are encouraged to have a heavy communication between team members to ensure that the members do not have a feeling of isolation. The article is relevant to the research paper as it provides a clear description of the importance of solving conflicts in a virtual team. It continues to give a description of the effect and importance of communication between members of the team. Its implication is successful virtual teams are attained when communication between team members adjusts depending on the nature of the task handled by the team members.
Wilson, J.M., George, J., Wellings, R.S., with Byham, W.C (Eds). (1994). Virtual teams in virtual organizations: A look at the future. Leadership trapeze: Strategies for leadership in team-based organizations (pp. 249-264). San Francisco: Jossey-Bass, 286 pages.

　　　　In this chapter, the authors highlight some challenges faced while leading virtual teams. The authors highlight that conflicts arising from team members can result to failure of the team. In addition, failure of team members knowing each other can contribute to the failure of the team. The authors of the chapter give a description of dealing with these conflicts among members. This is a relevant source as it gives leaders of a virtual team a clear approach towards dealing with challenges encountered during the management of the team. Its implication is clear through the conclusion made by the authors. They highlight that leaders do not need new skills in order to lead a virtual team. A leader to a virtual team requires an advanced application of leadership skills. The source gives a description on dealing with conflicts is a requisite for a successful virtual team.

Haywood, M. (1998). Managing virtual teams: Practical teachings for high-technology project managers. Boston: Artech House Publishers, 210 pages.

　　　　This is a book based on data and the author’s experiences. It is a guide for managers of virtual teams. The book gives the description of the tools essential in leading a team. As a team manager, the author describes the position as the determinant towards the success of the team. Communication is crucial for virtual team. In addition, building of the team and the remote management of the team are also requisites of a successful virtual team. The author highlights that, in a virtual team, the receiver of the information has control over the information. This is in contrast with face-to-face meetings where the sender of information has control over the message sent. Adjustment of communication has an impact on the performance of the virtual team. The author of the book concludes by giving her personal experiences while in a virtual team. This source is relevant to the research paper as it provides a clear description of the influence brought about by team building activities and communication process used in a virtual team. Its implication to the research paper is derived from the author’s experiences. It shows that team building and adjustments to communication are requisites of a successful virtual team.
　　　　
　　　　
　　　　References

Haywood, M. (1998). Managing virtual teams: Practical teachings for high-technology project managers. Boston: Artech House Publishers, 210 pages.
Armstrong, D. J., & Cole, P. (1996). Managing distances and differences in geographically distributed work teams. In S.E Jackson & M.N. Ruderman (Eds), Diversity in work teams: Research paradigms for a changing workplace (pp. 187-215). Washington, DC: American Psychological Association.
Barua, A., Ravindran, S.,& Whimston, A.B (1997). Coordination in information exchange between organizational decisions units. IEEE Transactions on Systems, Man, and Cybernetics: Part A. Systems and Humans, 27, 690-698
Bordia, P. (1997). Face-to-face versus computer mediated communication: A synthesis of the experimental literature. The journal of Business Communication, 34, 99-121
Kling, R. (1996). Social relationships in electronic forums. Hangouts, salons, workplaces and communities. In R. Kling (Ed), computerization and controversy: Value conflicts and social choices (2nd ed.,pp. 426-453). san Diego, CA: Academic Press, 961 pages
Kossler, M.E., & Prestige, S. (1996). Geographically dispersed teams Issues & Observations, 16(2/3), 9-11
Jarvenpaa, S.L., Knoll, K., & Leidner, D.E. (1998). Is anybody out there? Antecedents of trust in global virtual teams. Journal of Management Information Systems, 14(4), 29-64
Wrdell, C. (1998, November). The art of managing virtual teams: Eight lessons. Harvard Management Update, pp.4-5.
Wilson, J.M., George, J., Wellings, R.S., with Byham, W.C (Eds). (1994). Virtual teams in virtual organizations: A look at the future. Leadership trapeze: Strategies for leadership in team-based organizations (pp. 249-264). San Francisco: Jossey-Bass, 286 pages.