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Accelerated by the COVID-19 pandemic, a shift towards remote and hybrid working practices is currently taking place in organizations worldwide. This transition creates an important challenge for workplace management to ensure that remotely working employees feel connected to their team, and the organization at large, despite the loss of frequent in-person, face-to-face interactions. We propose that identity leadership behaviours from workplace supervisors are key to ensuring such feelings of connectedness among remotely working employees. We conducted two studies among working adults in the United Kingdom to demonstrate the importance of identity leadership in a remote working context. Our first study showed that employees preferred identity leadership behaviours from their supervisors more in a remote versus an on-site working context. Results of our second study showed that identity leadership behaviours mitigate against the detrimental consequences of remote working on team connectedness and on various work-related outcomes for employees, such as their work engagement, job satisfaction, work stress and absenteeism. We discuss the theoretical and practical implications of these findings as well as directions for future research. [ABSTRACT FROM AUTHOR]

The object of research is processes and approaches to the development of leadership competencies of personnel in IT organizations. The research is devoted to the analysis of the features of the formation of leadership competencies in the context of the emergent development of the IT industry. The work examines the evolution of concepts of corporate training and their adaptation to the specifics of the IT sphere, which is characterized by a high rate of technological changes and innovation. Traditional and innovative forms of personnel development are analyzed, with a special emphasis on their effectiveness in the context of the IT industry. A survey was conducted among employees of IT companies, which revealed high leadership potential and willing- ness to accept responsibility among industry specialists. At the same time, certain gaps in the development of certain competencies have been identified, in particular, regarding the ability to effectively delegate tasks and make risky decisions. The results of the study emphasize the need to adapt traditional leadership models to the unique requirements of the IT industry, with a focus on the development of technical competence, innovative thinking and adaptability. The paper offers recommendations for improving leadership development programs in IT companies. These recommendations include the implementation of flexible learning formats that combine online and offline components, as well as the use of modern technologies, such as virtual and augmented reality, to develop leadership skills. Special attention is paid to the development of such competencies as managing virtual teams and cross-cultural leadership, which are becoming more and more relevant in the context of the globalization of the IT industry. The paper outlines directions for further research, in particular the study of the impact of artificial intelligence and machine learning on the formation of leadership competencies in the IT sphere. The results of the study have both theoretical and practical value for the development of effective strategies for the development of leadership potential in IT companies, which will contribute to increasing their competitiveness on the global market. [ABSTRACT FROM AUTHOR]

Many organizations have adopted videoconferencing tools for meeting platforms since the COVID-19 pandemic. The boom of virtual meetings (VM) in the workplace led to active discussion of VM communication behaviors and technologies among communication and HCI scholars. However, synthesizing computer-mediated communication (CMC) and meeting science literature is needed to understand how VM interactions manifest in the workplace to support workplace communication through VM technologies. Inspired by literature of CMC and meeting science, this study seeks to understand how VM communication affects worker interactions and workplace outcomes by conducting semi-structured interviews with nine remote workers. This study identified four major themes about VM experiences: Loss of spontaneous interactions, lack of nonverbal communication, more fatigue with more efforts, and more distractions, less engagement, and identified three major themes about the impacts of VM communication on the workplace: Loss of workplace learning, double edged sword on work relationships, and double edged sword on productivity. Considering workplace dynamics building upon remote workers' VM experiences, this study offers practical and theoretical insights into VM technology development to augment workers' well-being and team communication. [ABSTRACT FROM AUTHOR]

AbstractAdvances in information and communication technology have enabled teamwork in the online environment, and now online teamwork is an everyday encounter. Students start working in teams by contacting one another through online collaboration tools or instant messengers. However, online teamwork has a problem in which it is difficult to build relationships among team members. We conducted an experiment to identify the effects of a chatbot in messenger during online teamwork. Considering communication methods and interfaces, we divided the teamwork conditions into three cases: AI Assistant in Chatroom, AI Assistant on Web Page, and Search Engine. As a result of the analysis, we found significant differences between groups in perceived assistance in team processes and the assessment of team member effectiveness depending on the types of team methods with assistance. Specifically, the prototype chatbot proposed in this study showed more positive effects than the other methods. [ABSTRACT FROM AUTHOR]

Although large language models (LLMs) have demonstrated remarkable code-generation ability, they still struggle with complex tasks. In real-world software development, humans usually tackle complex tasks through collaborative teamwork, a strategy that significantly controls development complexity and enhances software quality. Inspired by this, we present a self-collaboration framework for code generation employing LLMs, exemplified by ChatGPT. Specifically, through role instructions, (1) Multiple LLM agents act as distinct "experts," each responsible for a specific subtask within a complex task; (2) Specify the way to collaborate and interact, so that different roles form a virtual team to facilitate each other's work, ultimately the virtual team addresses code generation tasks collaboratively without the need for human intervention. To effectively organize and manage this virtual team, we incorporate software-development methodology into the framework. Thus, we assemble an elementary team consisting of three LLM roles (i.e., analyst, coder, and tester) responsible for software development's analysis, coding, and testing stages. We conduct comprehensive experiments on various code-generation benchmarks. Experimental results indicate that self-collaboration code generation relatively improves 29.9–47.1% Pass@1 compared to the base LLM agent. Moreover, we showcase that self-collaboration could potentially enable LLMs to efficiently handle complex repository-level tasks that are not readily solved by the single LLM agent. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states. Design/methodology/approach: The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM). Findings: The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being. Research limitations/implications: The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs. Practical implications: Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space. Social implications: The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better. Originality/value: This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy. [ABSTRACT FROM AUTHOR]

Organizations are beginning to deploy artificial intelligence (AI) agents as members of virtual teams to help manage information, coordinate team processes, and perform simple tasks. How will team members perceive these AI team members and will they be willing to work with them? We conducted a 2 x 2 x 2 lab experiment that manipulated the type of team member (human or AI), their performance (high or low), and the performance of other team members (high or low). AI team members were perceived to have higher ability and integrity but lower benevolence, which led to no differences in trustworthiness or willingness to work with them. However, the presence of an AI team member resulted in lower process satisfaction. When the AI team member performed well, participants perceived less conflict compared to a human team member with the same performance, but there were no differences in perceived conflict when it performed poorly. There were no other interactions with performance, indicating that the AI team member was judged similarly to humans, irrespective of variations in performance; there was no evidence of algorithm aversion. Our research suggests that AI team members are likely to be accepted into teams, meaning that many old collaboration research questions may need to be reexamined to consider AI team members. [ABSTRACT FROM AUTHOR]

Resilient teams can efficiently resolve disruption and overcome adversity. Despite growing interest in building and maintaining resilient teams, our understanding of the factors that promote team resilience necessitates further theorizing and empirical testing. Based on conservation of resources and shared leadership theories, we propose that team member personality (i.e., mean openness to experience) serves as a resource that facilitates team resilience via shared leadership. Further, we argue that the strength of influence of shared leadership on team resilience is contingent on the variance of openness to experience scores among team members. We draw our conclusions from three studies (i.e., two recall experiments and a multi‐source field study) involving working professionals in virtual teams. Our findings shed light on the interactive role of team member personality in explaining team resilience, thereby extending our knowledge of the personality predictors of shared leadership and team resilience. [ABSTRACT FROM AUTHOR]

The article presents the discussion on growing use of 360-degree photography in chemical process facilities to speed up turnarounds, driven by decreasing camera costs and improved image processing. Topics include advantages of virtual tours, the efficiency of 360-degree imaging; and the accessibility of augmented and mixed-reality applications for remote inspections.

The focus of the paper and the main objective of the research is to scrutinize the adaptability of an inclusion model tailored for conventional workspaces to the context of startups employing remote freelance teams across different locations, probing whether this model holds relevance in more flexible work arrangements. The paper is based on a qualitative analysis of empirical material collected in a case study. The case study was conducted in a virtual marketing startup registered in Ireland composed of 14 employees, including 12 freelancers and 2 full-time employees working remotely from the UK, Ireland, France, Croatia, Romania, Belgium and Ukraine. We found that the degree of organizational inclusion is determined by employee empowerment orientation. The study shows the positive effect of inclusion practices and processes on perceived inclusion, talent retention and inclusive climate as well as organizational and individual performance. The paper contributes to the ongoing scientific debate by presenting how an inclusive workplace might be achieved in a geographically distributed, virtual startup organization. Furthermore, as Central European startups aim to expand globally, our insights into inclusion in geographically dispersed teams can be especially relevant. It provides guidance on how to maintain an inclusive culture when working with remote teams across different countries. Implications for Central European audience: In the Central European business landscape, especially in geographically dispersed startups, adapting inclusion models to virtual settings is essential. Given the region's diverse cultures and historical contexts, understanding communication dynamics and fostering authenticity and psychological safety are crucial. Prioritizing these aspects aligns with Central European values of collaboration and innovation, enhancing employee well-being and positioning businesses for sustainable growth and competitive advantage. [ABSTRACT FROM AUTHOR]

In the field of medical case simulations, strong technologization has been observed for years, for example through Extended Reality. This study examined the impact of Virtual and Mixed Reality (VR, resp. MR) on the team training of paramedic trainees. In the quasi-experimental cross-sectional controlled comparison study, participants were assigned to an experimental group (= EG, mixed reality with manikin) and a comparison group (= CG, virtual reality without manikin). After a virtual case simulation, "VR sickness", sense of presence, motivation, and sociodemographic variables were elicited. Parametric tests were used for mean comparison and correlation analysis. A total of 20 participants were evaluated in the EG and 16 in the CG. In both groups, high intrinsic motivation (mean 5.32/7), an acceptable sense of spatial presence (mean 4.24/6), and advanced usability (mean 68.54/100), were observed. VR sickness symptoms were present (SSQ total score: 11.43). In both groups, correlation was found between Identified Regulation and Usability (EG: r =.74, p <.001, CG: r =.76, p <.001). The same pattern could be observed for Intrinsic Motivation and Usability (EG: r =.83, p <.001, CG: r =.70, p =.003). Spatial Presence and Usability were also correlated in both groups (EG: r =.71, p <.001, CG: r =.61, p =.01). A significant mean score difference (p =.021) was found for Amotivation between the EG (Mean = 1.92/6) and the CG (Mean = 1.56/6). VR and MR are potential learning methods if they are implemented in a planned manner by competent faculty. Our recommendation is to use setup checklists, but also a competence-oriented approach, considering fiction contract and structured debriefing. The use of wireless head-mounted displays and "data gloves" is also recommended. [ABSTRACT FROM AUTHOR]

The COVID-19 pandemic has led to widespread implementation of virtual teams (VTs) in the built environment industry, transitioning the industry to virtualization. However, to our best knowledge, studies are limited on trust-building and team effectiveness of VTs compared with traditional face-to-face teams (TFTs). As such, this research aims to: 1) investigate the differences in factors affecting trust and levels of team effectiveness between VTs and TFTs; and 2) propose strategies that can effectively develop trust in VTs. To achieve these objectives, trust-influencing factors were identified under cognitive and affective dimensions through comprehensive literature reviews. Additionally, team effectiveness was assessed based on team performance and team satisfaction, followed by a structured questionnaire survey validated by experts to identify the significant factors affecting trust-building, to evaluate levels of team effectiveness in VTs and TFTs, and to assess feasible strategies to develop trust in VTs. Moreover, interviews with industry experts were conducted to validate the survey results. The results showed that the most significant factors affecting trust were competence, integrity, and relation in VTs and TFTs, although these factors showed different relative importance. Further, the factors affecting VTs were more affective-based and less cognitive-based than TFTs. In terms of effectiveness, the result showed that VTs had a higher team performance level, while their team satisfaction levels were lower than TFTs. The top-three strategies that could assist trust-building in VTs were proved to be sharing of personal interest and information, ice-breaker exercises, and face-to-face meetings when possible. The findings of this study can serve as a guide to improve the trust and effectiveness of VTs in the built environment industry, providing a valuable reference for organizations moving toward more digitalization and virtualization of their team meetings. [ABSTRACT FROM AUTHOR]

Software development projects depend on collaborative teams. In the past 50 years of research, various studies have explored the effect of software engineer's personality traits and cultural values on team performance. These studies have led to better understand these relationships; however, how the personality traits and cultural values influence the team effectiveness is still far away in the literature. This research aims to investigate the relationships between social and psychological complexities (including personality traits and cultural values), team coordination, team motivation, and team success (which comprises team effectiveness and team climate) to explore the impact of social and psychological issues on software team success. An online survey targeting software development professionals and unstructured interviews were followed for data collection. We received 112 responses from software developers working in different countries. Findings indicate that personality traits and cultural values, that is, consciousness, openness, harmony, and autonomy, have positive relationship with team coordination effectiveness, while other factors such as neuroticism, embeddedness, hierarchy, and mastery were found to be related negatively with it. These negative relationships can be mitigated by motivating team members appropriately. Based on our research findings, we conclude that the negative impact caused by different personality and cultural traits could be reduced by improving team coordination effectiveness using effective motivation. [ABSTRACT FROM AUTHOR]

When teams meet via computer-mediated communication to make a decision, awareness of who is present, whether other team members understand what is happening, and whether other team members agree with a decision is important to collaboration but more difficult to maintain via computer-mediated communication than face-to-face. The results of an experiment involving virtually collaborating teams is presented that examines the effects of a user interface "nudge" that indicates the presence of other team members, which team members need assistance, and whether team members agree with the team's decision. Teams with the nudge had higher perceptions of presence awareness, which in turn decreases feelings of dispensability and increases feelings that the team has reached consensus. Dispensability and consensus are linked with perceptions that the team is ready to execute their decision. Thus, a "cascade" approach to awareness via computer-mediated communication is offered and its implications are discussed. [ABSTRACT FROM AUTHOR]

Objective: The article examines the relationship between spiritual leadership, a sense of meaning and membership, and virtual team effectiveness. Much of the research points to the applicability of the spiritual leadership model to determine individual and organisational performance. However, there are no studies in this area regarding virtual teams, which have recently become a basic organisational unit at work. Research Design & Methods: The survey was conducted among 602 members of virtual teams. The confirmatory factor analysis and structural equation modelling were used to determine the validity and reliability of the questionnaire used. Findings: The research results show, first, that the theoretical model is a good fit and, second, that spiritual leadership has an indirect influence on the effectiveness of virtual teams by building the meaning of work and helping team members feel a sense of belonging Implications/Recommendations: The proposed model of spiritual leadership and its variables have been positively verified and the model can be used in a virtual team. Contribution: In the theoretical context, relationships between variables were identified and the importance of spiritual leadership for virtual teamwork was assessed. In an empirical context, research was conducted that verified the usefulness of the spiritual leadership model, thus proposing a specific tool for assessing spiritual leadership in virtual teams. [ABSTRACT FROM AUTHOR]

The article discusses effective strategies for leading remote teams in today's professional landscape. It emphasizes the importance of effective communication, leveraging technology for seamless communication, promoting trust and autonomy, embracing agile practices for adaptability, prioritizing team engagement and wellness, and empowering project managers with data and analytics. The article provides insights and recommendations for project managers to overcome the challenges of remote work and drive project success. [Extracted from the article]

Over the past half century, virtual interactions have become a mainstay of contemporary organizations, whether leveraged for formal job interviews or day-to-day communication. Despite this central role, there is a lack of a holistic understanding of how employees make and manage impressions in these virtual contexts. In this article, we review, organize, and evaluate the state of the growing body of cross-disciplinary research on virtual impression management. We develop a guiding theoretical framework that identifies three categories of virtual impression management behavior (verbal, nonverbal, and meta behavior) that meaningfully alter impressions, and the conditions under which these outcomes vary. Through considering this body of research as a whole, we highlight that virtual interactions are quite rich when it comes to creating impressions. By illustrating where virtual impression management research has concentrated thus far, our review enables us to conclude by offering an agenda for future research on virtual impression management. [ABSTRACT FROM AUTHOR]

The article provides ten rules for successful and sustainable research collaborations in Africa. It emphasizes the importance of understanding the cultural, social, and political landscapes of Africa and adapting research methodologies accordingly. Regular and open communication strategies are highlighted as crucial for collaboration and mutual understanding. The article also emphasizes the need for responsible exchange of research materials and resources, promoting equity and inclusion, and addressing disparities in resources. The Cape Town Statement provides recommendations for ethical research, aiming to address the imbalance in research benefits between high-income and low- and middle-income countries. Challenges to achieving equitable research collaborations include resource distribution, cultural and linguistic diversity, and power dynamics. Overcoming these obstacles requires fostering inclusivity, addressing cultural differences, and incorporating capacity-building components. Open science practices, adherence to local ethical approval policies, and clear publication guidelines are also essential. Collaborative research in Africa has the potential to contribute to global health systems, socioeconomic development, and the understanding of complex diseases. Following these guidelines can lead to a more equitable and impactful scientific enterprise. [Extracted from the article]

We describe an approach aimed at helping artificial intelligence develop theory of mind of their human teammates to support team interactions. We show how this can be supported through the provision of quantifiable, machine-readable, a priori information about the human team members to an agent. We first show how our profiling approach can capture individual team member characteristic profiles that can be constructed from sparse data and provided to agents to support the development of artificial theory of mind. We then show how it captures features of team composition that may influence team performance. We document this through an experiment examining factors influencing the performance of ad-hoc teams executing a complex team coordination task when paired with an artificial social intelligence (ASI) teammate. We report the relationship between the individual and team characteristics and measures related to task performance and self-reported perceptions of the ASI. The results show that individual and emergent team profiles were able to characterize features of the team that predicted behavior and explain differences in perceptions of ASI. Further, the features of these profiles may interact differently when teams work with human versus ASI advisors. Most strikingly, our analyses showed that ASI advisors had a strong positive impact on low potential teams such that they improved the performance of those teams across mission outcome measures. We discuss these findings in the context of developing intelligent technologies capable of social cognition and engage in collaborative behaviors that improve team effectiveness. [ABSTRACT FROM AUTHOR]

Interventions aimed at enhancing team effectiveness and improving performance have been a cornerstone of Organization Development (OD) efforts over the past 60 years. Historically, team interventions have largely been grounded in either leader 1:1 feedback and coaching and/or point-in-time team events as opposed to taking a more integrated and social systems approach over an extended period of time. Given the impact of Covid-19 and the subsequent increase in hybrid and remote working teams, however, many organizations are taking a new (or renewed) focus on team effectiveness. The purpose of this article is to assist OD practitioners in expanding their thinking regarding the design, implementation and impact of team interventions in organizations by employing a more holistic approach. Specifically, based on work conducted in a large global consumer products organization, the authors describe the ways in which the organization's SUPER5 team effectiveness framework was leveraged to integrate data from multiple sources (e.g., personality, 360 feedback, ways of working, and culture surveys) and at multiple levels of analysis (e.g., individual, group, organization) to develop a comprehensive engagement strategy for a newly formed senior leadership team over a period of 3 years. Throughout the broader engagement, the internal and external OD team's efforts resulted in significant enhancements to the climate and performance of the immediate leadership team, the culture and employee engagement in the broader function, and the successful performance of the senior executive directly in charge of the group. Implications and recommendations for practice are also discussed. [ABSTRACT FROM AUTHOR]

Digital teamwork has become prevalent and is ever since becoming part of the human work- and life-style, globally. But in comparison with face-to-face setting, virtual teams face multifold challenges. To date, scarce empirical research has examined whether team-breaking challenges are associated with limited access to peer nonverbal signals. This study examines whether access to body signals is associated with effective teamwork, and whether limited access provokes key team challenges. We also examine what social-psychological team concepts can be detected from peers' consciously or unconsciously displayed visual cues that cannot be as effectively gained without visual access. 14 dyadic teams of MBA students were examined in an online business negotiation task to reach an authentic commercial deal. Half of the teams negotiated only through voice and text, while the other half had camera access as well. Using an exploratory mixed methods analysis, we identified 12 unique team factors based on nonverbal data. We also found that teams with camera access could build mutual trust more rapidly, detect peer honesty better, and realize agreements on suggestions more accurately. Surprisingly, we also found instances where camera access became stressful and participants reported it as an additional burden. Conclusions and implications are reported at the end. [ABSTRACT FROM AUTHOR]

EMI-ECO est une équipe mobile intervenant auprès des enfants âgés de moins de 12 ans confiés à l'aide sociale à l'enfance et qui a pour but un repérage/une évaluation des troubles du développement ou des troubles mentaux, une organisation des soins pour ces enfants mais aussi un travail partenarial avec l'ensemble des équipes prenant en charge ces jeunes (aide sociale a l'enfance, protection maternelle et infantile, Centre médico-psychologique/Centre médico-psycho-pédagogique). Les interventions sont intersectorielles dans une aire géographique correspondant aux intersecteurs de deux hôpitaux ayant créé l'équipe (AP–HM et CHS Valvert) soit le sud et l'est de Marseille, la Ciotat, Aubagne et Cassis. Ce territoire a été défini pour être cohérent et permettre une meilleure efficacité des interventions. Dans ce travail, nous présentons la mise en place et les premiers éléments d'activité d'un dispositif innovant, à savoir une équipe mobile intervenant au plus près du lieu de vie et dans l'écosystème des enfants confiés à l'aide sociale à l'enfance. Nous illustrerons également nos propos à travers deux cas cliniques d'enfants pris en charge par notre unité. La prise en charge de ces enfants implique un investissement réel du professionnel et un important travail de collaboration. Nous espérons que la présentation de notre dispositif permettra à d'autres équipes de s'en saisir et de l'adapter aux particularités de leur terrain d'intervention. EMI-ECO is a mobile team working with children under the age of 12 entrusted to the Children's Social Welfare Agency (Aide Sociale à l'Enfance). Its aim is to identify and assess developmental or mental disorders, organize care for these children and work in partnership with all the teams caring for these youngsters (Child Welfare Agency, Maternal and Child Protection, Centre médico-psychologique/Centre médico-psycho pédagogique). Intervention takes place across a geographical area corresponding to the intersectors of the two hospitals that created the team (AP–HM and CHS Valvert), i.e. the south and east of Marseille, La Ciotat, Aubagne and Cassis. This territory was defined to be coherent and to enable more effective interventions. In this work, we present the implementation and initial results of an innovative system, namely a mobile team working as close as possible to the living environment and ecosystem of children entrusted to the child welfare system. We will also illustrate our remarks with two clinical cases of children cared for by our unit. Caring for these children involves a real investment on the part of the professional and a major partnership effort. We hope that the presentation of our system will enable other teams to adopt it and adapt it to the particularities of their field of intervention. [ABSTRACT FROM AUTHOR]

Team formation in multi-agent systems usually assumes the capabilities of each team member are known, and the best formation can be derived from that information. As AI agents become more sophisticated, this characterisation is becoming more elusive and less predictive about the performance of a team in cooperative or competitive situations. In this paper, we introduce a general and flexible way of anticipating the outcome of a game for any lineups (the agents, sociality regimes and any other hyperparameters for the team). To this purpose, we simply train an assessor using an appropriate team representation and standard machine learning techniques. We illustrate how we can interrogate the assessor to find the best formations in a pursuit–evasion game for several scenarios: offline team formation, where teams have to be decided before the game and not changed afterwards, and online team formation, where teams can see the lineups of the other teams and can be changed at any time. [ABSTRACT FROM AUTHOR]

Virtual teams have been adopted by organizations and studied for decades. However, the COVID-19 pandemic highlighted the importance of technology-supported collaboration more than ever. This growing importance of virtual teamwork suggests that business education related to virtual team collaboration and communication is critical for students today, and universities play a significant role in equipping students with the knowledge and skillsets necessary to work in a digital world. This work reviews the literature on virtual teams and educational approaches used for teaching virtual team collaboration and communication and presents a framework for virtual team education. Survey findings and illustrative cases are gathered to demonstrate current virtual team education practices. The study concludes with recommendations for the education of virtual team knowledge and skills. [ABSTRACT FROM AUTHOR]

The purpose of this study was to explore the effectiveness of 4C competencies in the college course based on flipped-PBL using YouTube. For this, this study explored the literature and case study of 4C competency, YouTube, and flipped-problem based learning. Another purpose of this study was to determine the value and strategies of the course of YouTube enhanced flipped-PBL and apply them into a class of Educational Technology and Method for a semester. As a result, it was revealed that the course was effective on learners’ 4C competencies and team members’ participation, goal setting, material collecting, team collaboration, and understanding of team members. However, there were negative responses such as time shortage, decision making difficulty, setting the topic, and deducting solutions to problems. This study suggested alternatives such as reinforcing readiness study, quiz, peer evaluation, using Artificial Intelligence Chat GPT for collecting materials, promoting critical thinking and creative problem-solving skills by conducting discussions among team members, sharing and discussing data, organizing activities, and deducting solution. This study suggests further studies on the need of motivation enforcing strategy and using AI learning device applicable in the course [ABSTRACT FROM AUTHOR]

The shift to remote work in the medical field has presented both opportunities and challenges, necessitating effective strategies for enhancing virtual team collaboration and maintaining high performance and quality of care. This article explores the unique aspects of remote work in healthcare, delving into the evolution of telehealth and remote work practices, the implementation of comprehensive telehealth solutions, and the importance of standardized protocols. It also emphasizes the critical role of continuous professional development, data analytics, and AI in ensuring quality care. By fostering a culture of trust, leveraging collaborative technologies, and prioritizing patient engagement and data security, healthcare organizations can successfully navigate the complexities of remote work. This discussion aims to provide practical insights and actionable steps for healthcare professionals and administrators to optimize their remote work environments, ensuring that patient care remains efficient and effective. [ABSTRACT FROM AUTHOR]

Automated agents, with rapidly increasing capabilities and ease of deployment, will assume more key and decisive roles in our societies. We will encounter and work together with such agents in diverse domains and even in peer roles. To be trusted and for seamless coordination, these agents would be expected and required to explain their decision making, behaviors, and recommendations. We are interested in developing mechanisms that can be used by human-agent teams to maximally leverage relative strengths of human and automated reasoners. We are interested in ad hoc teams in which team members start to collaborate, often to respond to emergencies or short-term opportunities, without significant prior knowledge about each other. In this study, we use virtual ad hoc teams, consisting of a human and an agent, collaborating over a few episodes where each episode requires them to complete a set of tasks chosen from available task types. Team members are initially unaware of the capabilities of their partners for the available task types, and the agent task allocator must adapt the allocation process to maximize team performance. It is important in collaborative teams of humans and agents to establish user confidence and satisfaction, as well as to produce effective team performance. Explanations can increase user trust in agent team members and in team decisions. The focus of this paper is on analyzing how explanations of task allocation decisions can influence both user performance and the human workers' perspective, including factors such as motivation and satisfaction. We evaluate different types of explanation, such as positive, strength-based explanations and negative, weakness-based explanations, to understand (a) how satisfaction and performance are improved when explanations are presented, and (b) how factors such as confidence, understandability, motivation, and explanatory power correlate with satisfaction and performance. We run experiments on the CHATboard platform that allows virtual collaboration over multiple episodes of task assignments, with MTurk workers. We present our analysis of the results and conclusions related to our research hypotheses. [ABSTRACT FROM AUTHOR]

Objective: We explore the relationships between objective communication patterns displayed during virtual team meetings and established, qualitative measures of team member effectiveness. Background: A key component of teamwork is communication. Automated measures of objective communication patterns are becoming more feasible and offer the ability to measure and monitor communication in a scalable, consistent and continuous manner. However, their validity in reflecting meaningful measures of teamwork processes are not well established, especially in real-world settings. Method: We studied real-world virtual student teams working on semester-long projects. We captured virtual team meetings using the Zoom video conferencing platform throughout the semester and periodic surveys comprising peer ratings of team member effectiveness. Leveraging audio transcripts, we examined relationships between objective measures of speaking time, silence gap duration and vocal turn-taking and peer ratings of team member effectiveness. Results: Speaking time, speaking turn count, degree centrality and (marginally) speaking turn duration, but not silence gap duration, were positively related to individual-level team member effectiveness. Time in dyadic interactions and interaction count, but not interaction length, were positively related to dyad-level team member effectiveness. Conclusion: Our study highlights the relevance of objective measures of speaking time and vocal turn-taking to team member effectiveness in virtual project-based teams, supporting the validity of these objective measures and their use in future research. Application: Our approach offers a scalable, easy-to-use method for measuring communication patterns and team member effectiveness in virtual teams and opens the opportunity to study these patterns in a more continuous and dynamic manner. [ABSTRACT FROM AUTHOR]

This paper studies the problem of coordination and supervision of virtual teams and their capabilities. The goal is to develop a model suitable for managing virtual student teams specialized in the development of smart environments. The developed model is based on SAFe and DevOps, which when combined provide us with a framework for the evaluation of team capabilities in an academic environment. Additionally, DevOps principles can be more efficiently leveraged through an agile methodology to provide students with a better understanding of continuous value delivery. Through the application of the proposed model, virtual student teams gained practical experience in self-organization and virtual team management while being efficiently monitored and guided through the project lifecycle. Virtual student teams were likewise encouraged to be more agile, as this change in mindset is imperative in business, and as such must also be adopted in academic environments. By incorporating best practices of the corporate environments into the existing curriculum, we have proven that by adopting the proposed model these changes can be feasibly incorporated to the satisfaction of both the students and their future employers. [ABSTRACT FROM AUTHOR]

The objective of this study is to analyze the current perspective as regards knowledge related to what causes stress or motivates developers, how these two aspects are related to each other, and how this in turn affects their performance in the sphere of Global Software Development and how these can be controlled. This paper presents the results obtained after conducting a systematic mapping study of literature in order to analyze how stress, motivation, and performance affect the project members in Global Software Development teams. We carried out a systematic mapping of published studies dealing with stress, motivation, and performance in global software engineering. A total of 118 papers dealing with this subject were found. The literature analyzed provided a relatively significant quantity of data referring to the impact that the characteristics of distributed software development projects have on the performance and productivity of teams, along with the actions taken to improve that performance. However, when focusing on the analysis of the impact of this type of projects on team members' motivation, and on the actions that can be taken to improve that motivation, we discovered that the number of works decreases considerably and that works referring to the impact of this kind of development on developers' stress were virtually non‐existent, as were those concerning ways in which to improve that stress. We are, therefore, of the opinion that it is necessary to carry out in‐depth research into the aspects of working in distributed teams that may have a negative impact on developers' levels of motivation and stress, along with what could be beneficial in order to improve levels of motivation and decrease levels of stress. [ABSTRACT FROM AUTHOR]

Purpose: The digital transformation and the increased use of technologies have changed the world of work severely. With it, collaboration and cooperation methods among employees. Therefore, new ways of working together must be applied to work in an international and digital working environment. For Vocational Education and Training (VET), developing new (transversal) competencies to engage in virtual teamwork is necessary to adequately prepare young professionals for the present and future labor market. However, there is little research on the current situation in VET regarding virtual teamwork. Approach: We deployed a cross-sectional design and collected data from N = 181 commercial apprentices in Germany regarding virtual teamwork. We analyze our data using Partial Least Squares Structural Equation Modeling (PLS-SEM) to examine the interrelationships between input, process, and outcome variables to foster satisfaction and innovative learning in virtual teams as desired targets of VET. To assess these results regarding virtuality, the complexity of tasks, gender of the apprentices, and the size of the training firms, we derived a multigroup analysis (MGA) of our model. Findings: The results indicate that organizational factors have the most significant influence concerning the relationship between input and process factors. Surprisingly, the technical affinity of individuals has only a minor effect. Regarding the relationship between process and outcome factors, motivation and responsibility have the highest impact on innovative learning, whilst communication culture severely affects the perceived satisfaction in virtual teamwork. Conclusion: The findings lead to valuable insights on factors influencing virtual teamwork in VET and can help to design learning programs to prepare young professionals to smoothly transition to and successfully master their future working environments by using new ways of collaboration and cooperation. This is particularly relevant for VET, as prior research has focused primarily on primary and secondary education. Lastly, we identify potential scales and items that help capture some of the inherent constructs of virtual teamwork. [ABSTRACT FROM AUTHOR]

Purpose: Radiotherapy (RT) treatment and treatment planning is a complex process prepared and delivered by a multidisciplinary team of specialists. Efficient communication and notification systems among different team members are therefore essential to ensure the safe, timely delivery of treatments to patients. Method: To address this issue, we developed and implemented automated notification systems and an electronic whiteboard to track every CT simulation, contouring task, the new‐start schedule, and physician's appointments and tasks, and notify team members of overdue and missing tasks and appointments. The electronic whiteboard was developed to have a straightforward view of current patients' planning workflow and to help different team members coordinate with each other. The systems were implemented and have been used at our center to monitor the progress of treatment‐planning tasks for over 2 years. Results: The last‐minute plans were relatively reduced by about 40% in 2023 compared to 2021 and 2022 with a p‐value < 0.05. The overdue contouring tasks of more than 1 day decreased from 46.8% in 2019 and 33.6% in 2020 to 20%–26.4% in 2021–2023 with a p‐value < 0.05 after the implementation of the notification system. The rate of plans with 1–3 day planning time decreased by 20.31%, 39.32%, and 24.08% with a p‐value < 0.05 and the rate of plans with 1–3 day planning time due to the contouring task overdue more than 1 day decreased by 49.49%, 56.89%, and 46.52% with a p‐value < 0.05 after the implementation. The rate of outstanding appointments that are overdue by more than 7 days decreased by more than 5% with a p‐value < 0.05 following the implementation of the system. Conclusions: Our experience shows that this system requires minimal human intervention, improves the treatment planning workflow and process by reducing errors and delays in the treatment planning process, positively impacts on‐time treatment plan completion, and reduces the need for compressed or rushed treatment planning timelines. [ABSTRACT FROM AUTHOR]

As more groups consider how AI may be used in the legal sector, this paper envisions how companies and policymakers can prioritize the perspective of community members as they design AI and policies around it. It presents findings of structured interviews and design sessions with community members, in which they were asked about whether, how, and why they would use AI tools powered by large language models to respond to legal problems like receiving an eviction notice. The respondents reviewed options for simple versus complex interfaces for AI tools, and expressed how they would want to engage with an AI tool to resolve a legal problem. These empirical findings provide directions that can counterbalance legal domain experts' proposals about the public interest around AI, as expressed by attorneys, court officials, advocates and regulators. By hearing directly from community members about how they want to use AI for civil justice tasks, what risks concern them, and the value they would find in different kinds of AI tools, this research can ensure that people's points of view are understood and prioritized, rather than only domain experts' assertions about people's needs and preferences around legal help AI. This article is part of the theme issue 'A complexity science approach to law and governance'. [ABSTRACT FROM AUTHOR]

This article summarises the aims, methods, information architecture, outputs, and innovations of the Australian Cultural Data Engine (ACD-Engine), a project that harnesses leading cultural databases to build bridges to research, industry, and government. The project investigates digital heritage collections, data ontologies, and interoperability, building an information architecture to enhance the open sharing of Australian cultural data. Working with a cross-disciplinary team, the ACD-Engine establishes conceptual and technical frameworks for better understanding the platforms and uses of cultural data across a range of national and international contexts. This new cyber-infrastructure advances cultural data aggregation and interoperability whilst prioritising data quality and domain distinctiveness to answer new research questions across disciplines. As such, the ACD-Engine provides a novel approach to data management and data modelling in the arts and humanities that has significant implications for digital collections, digital humanities, and data analytics. Cultural databases are complicated beasts: rich in their contents and yet often idiosyncratic, siloed, and precarious. This article outlines an innovative workflow and information architecture designed to harness the interoperability of digital resources/records for cultural analytics research without obliterating distinctive domain knowledges. [ABSTRACT FROM AUTHOR]

This study aims to investigate the influence of virtual work friendships on knowledge sharing and team performance in the context of the COVID-19 pandemic. Additionally, it explores whether perceived task interdependence moderates this relationship. A survey-based research design was employed to collect data from 213 individuals working in IT-based firms. Data were collected in two time lags to capture the dynamics of virtual work friendships, knowledge sharing and team performance. The study reveals a positive and significant relationship between virtual work friendships and team performance. Furthermore, knowledge sharing acts as a mediator between virtual friendships and team performance. Managers should actively promote friendship among employees to enhance virtual work environments. Additionally, when task interdependence is perceived highly, leveraging social resources both virtually and physically can further enhance team performance. This research contributes to the social capital theory by examining the effects of virtual work friendships on team performance in the modern workplace. It is the first study to investigate the moderating role of task interdependence in this context. [ABSTRACT FROM AUTHOR]

Purpose: The spread of technology usage and the increasing popularity of network technology have formed a basis for alternative working systems as virtual teams and teleworking in the working environment. However, social relations have weakened in these working systems and loneliness has become a common emotion in the workplace. Hence, the concept of loneliness has attracted significant interest in recent years. Yet, despite this interest, research examining loneliness in the workplace is limited in the literature. This study aims to investigate the role of workplace loneliness on intrinsic motivation and the effect of intrinsic motivation on employee well-being through the moderating role of organizational nostalgia. Design/methodology/approach: Data were collected from 380 respondents working in different sectors. The hypotheses were tested by using structural equation modeling and PROCESS macro for SPSS. Findings: Results empirically showed that workplace loneliness negatively relates to intrinsic motivation, intrinsic motivation positively relates to employee well-being, intrinsic motivation mediates the link between workplace loneliness and employee well-being and organizational nostalgia moderates the link between workplace loneliness and intrinsic motivation. Furthermore, organizational nostalgia also moderates the indirect effect of workplace loneliness on employee well-being through intrinsic motivation. Originality/value: To the best of the authors' knowledge, this study contributes to the existing literature on workplace loneliness by investigating underlying mechanisms and boundary conditions for loneliness in the workplace. [ABSTRACT FROM AUTHOR]

This paper discusses three case studies of early science museum-related websites in the 1990s and early 2000s, when web technology was still relatively new and evolving. The Virtual Museum of Computing (VMoC) was a completely virtual museum, originally produced in 1995 as part of the Virtual Library museums pages (VLmp), an international online museum directory within the WWW Virtual Library, adopted by the International Council of Museums (ICOM). The Science Museum in London was one of the first museums in the United Kingdom to have its own web server. The museum hosted an early meeting on web service provision by and for museums, concurrently with an exhibition on the Information Superhighway at the museum in 1995. Exhiblets were launched online in 1998. Ingenious was a multi-site digital collections transformation project, launched as a website in 2003. Virtual Leonardo and Leonardo's Ideal City were two experiments conducted by the digital team of the Science and Technology Museum of Milan, between 1999 and 2001. The experiment consisted of the creation of a shared online 3D world, namely a reconstruction of the real museum in the first case and a completely imaginary world in the second case. This paper describes the above three case studies from the early World Wide Web and then draws some conclusions, from first-hand experience of developments at the time. We cover both the advantages and the challenges encountered by the various projects and illustrate why they did not necessarily become established, despite promising early results. [ABSTRACT FROM AUTHOR]

The incentives for the internationalization of universities and the digitalization of teaching driven by the situation of COVID-19 have increased the operation of virtual work teams in higher education institutions, both in terms of groups of students and groups of researchers. The objective of this study is to explore the evolution of academic research concerning virtual teams within university settings, aiming to delineate prominent research trajectories and outline a prospective agenda for future inquiry in this domain. This work involved a systematic review of the literature in the WoS and Scopus databases to identify what, when, who, where and how virtual teams in universities have been researched. The PRISMA method was used to guide the data collection process. Forty-seven articles were identified as relevant for analysis. Despite the significant development of academic research on virtual teams since the end of the last century, the necessary attention has still not been given to the specific case of virtual teams in universities. Most of the research has been conducted in the United States; however, previous research reveals that cultural aspects are relevant variables in the performance and efficiency of virtual teams, so it is advisable to extend this type of research to other countries and cultural contexts. In addition, we can also see that most of the works identified have analysed work teams formed by students, and there are very few studies on virtual teams of researchers, despite the importance of these teams in the context of encouraging the internationalization of research networks. Moreover, the review of the content of the articles as well as the future lines of research have been organized around a life cycle model, considering three categories: inputs, operating process and outputs-results. The second category is the most developed to date. [ABSTRACT FROM AUTHOR]

The pace of technological advancements has been rapidly increasing in recent years, with the advent of artificial intelligence, virtual/augmented reality, and other emerging technologies fundamentally changing the way human beings work. The adoption and integration of these advanced technologies necessitate teams with diverse disciplinary expertise, to help teams remain agile in an ever-evolving technological landscape. Significant disciplinary diversity amongst teams, however, can be detrimental to team communication and performance. Additionally, accelerated by the COVID-19 pandemic, the adoption and use of technologies that enable design teams to collaborate across significant geographical distances have become the norm in today's work environments, further complicating communication and performance issues. Little is known about the way in which technology-mediated communication affects the collaborative processes of design. As a first step toward filling this gap, the current work explores the fundamental ways experts from distinct disciplinary backgrounds collaborate in virtual design environments. Specifically, we explore the conversational dynamics between experts from two complementary yet distinct fields: non-destructive evaluation (NDE) and design for additive manufacturing (DFAM). Using Markov modeling, the study identified distinct communicative patterns that emerged during collaborative design efforts. Our findings suggest that traditional assumptions regarding communication patterns and design dynamics may not be applicable to expert design teams working in virtual environments. [ABSTRACT FROM AUTHOR]

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Recently, automatic judgment systems have been widely used in various computer science lectures, and these systems are mainly developed for languages with a console‐based practice environment. On the other hand, embedded systems such as Arduino are executed in a hardware‐based environment and their verification is conducted by manually checking the operation of the hardware. Therefore, it is not easy to automatically judge the Arduino system developed by students. In the embedded system, hardware and software have to be developed at the same time, and it increases effort and time for the instructors to teach students, especially in practice‐based learning. The study in this article proposes an Arduino practice judgment system based on the function execution log in virtual execution environment. It performs both Fritzing‐based hardware configuration checking and source code testing based on virtual execution environment, where hardware operations are replaced by mock‐up functions. In addition, more diverse practices are possible by providing an experimental environment where students can freely enter input data and check the results. A case study shows that the developed system can be applied to the lectures and help reduce instructors' work and increase students' understanding through the system. [ABSTRACT FROM AUTHOR]

Remote work has become a routine experience for many managers, forcing them to adapt to new ways of ensuring that employees follow company procedure and achieve job targets. Key among these changes have been to the move to computer-mediated surveillance (CMS), where managers monitor employees through electronic representations of work and computer-mediated interaction (CMI), where managers interact with employees through online communication. The outcome of this move is ambiguous and contradictory. CMS can strengthen control because of how effective it is at reporting on work. However, CMI can weaken control because of how effective it is at withholding work practice. We review the literature on remote work to explain how these apparently contradictory effects interact. We show that the joint effect of CMI and CMS goes beyond changing the amount of control over employees. Instead, this joint effect requires managers to ensure the accessibility necessary for control of remote work: that employees make their work visible and that they make themselves reachable for interaction with managers and peers. We use this new domain of control to outline a two-dimensional model of control. [ABSTRACT FROM AUTHOR]

Peer learning is one method to encourage meaningful learning in electrical engineering courses. It involves the sharing of ideas, knowledge, and experiences and emphasizes interpersonal learning. However, there are different viewpoints in relation to the best way to implement and assess peer learning in a lab environment, and contemporary literature on online laboratories (OL) rarely explores peer learning opportunities. In this paper, we aim to investigate the benefits of students' peer learning activity in an online electronics lab course. The key challenge was whether the OL could ensure smooth communication and collaboration between the students. In our case, we applied Zoom online conferencing software as a communication tool and LabsLand as an interactive OL tool. Specifically, we used a remote lab application for electrical circuit building, which makes physically existing lab infrastructure remotely usable through an online user interface. Methods we used to assess our learning outcomes included online surveys, online lab usage, and lab report scores. The survey results showed there are positive opinions about component skill development from group lab activities. In an online lab, the tasks were divided based on team members' strengths. In terms of peer learning, some students felt there was an improvement in partners' skills in terms of the circuit assembly. The OL usage showed a high level of engagement in group activity. Students willingly spent more time on lab experiments beyond regular lab hours. The scores of lab reports showed this new way of peer learning could achieve learning outcomes comparable to conventional, physical labs using peer learning. Accordingly, we concluded that the OL was an alternative and effective way to encourage peer learning. [ABSTRACT FROM AUTHOR]