Search

Due to geographical dispersion and high use of information technology in virtual settings, face-to-face communication and therefore transfer of knowledge is made more difficult in virtual teams. Virtual teams (VT) are characterized by geographical dispersion, use of IT for communication, members have little history, members have organizational and cultural heterogeneity and members have lateral and weak relationships (Wong & Burton, 2000). We developed a theoretical framework with the use of one case study (a virtual team) description, in which a social network approach was applied in order to stimulate communication, and hence the transfer of knowledge concerning different knowledge areas. We found that by applying a social network approach and evaluating and re-using the data with the VT members the communication structure within the dispersed team became clearer. Furthermore, two types of knowledge transfer were stimulated: organizational knowledge transfer (how to organize a virtual team) and task knowledge transfer (how to solve a problem). Furthermore, it was found that the social context (trust and friendship) facilitated knowledge transfer.

Purpose The “virtuality” of a team collaborative interaction is the extent to which it is accomplished in the same place, in fully distributed virtual teams, or in a hybrid combination of the two. However, existence, strength and process of potential association between virtuality and effectiveness in construction project teams have remained elusive. This paper aims to address this gap in the literature. Design/methodology/approach In this study, a conceptual model demonstrating the association between virtuality and effectiveness of teams was developed through integrating the input-process-output (IPO) model and the “Big Five” theory. This conceptual model was contextualised for the construction industry drawing upon conducting 17 semi-structured interviews with hybrid team experts. Findings The findings provide the first model mapping the associations between virtuality and dimensions of team effectiveness for the construction context. Practical implications The discovered patterns of associations between virtuality and dimensions of effectiveness for hybrid construction project teams (HCPTs) will assist managers in designing and running more effective teams. In addition, the findings help construction practitioners better understand how virtuality influence the performance and satisfaction of team members in HCPTs. The present study concludes with outlining a set of recommendations based on the findings of the study. Originality/value As the first study in its kind, the present study offers a new insight into the concept and impacts of virtuality for construction teams and provides instructions and guidelines for designing and maintaining the effectiveness of such teams on construction projects.