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    Interactive Effects of Team Virtuality and Work Design on Team Functioning

    Access Status
    Fulltext not available
    Authors
    Handke, L.
    Klonek, Florian
    Parker, Sharon
    Kauffeld, S.
    Date
    2019
    Type
    Journal Article
    
    Metadata
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    Citation
    Handke, L. and Klonek, F.E. and Parker, S.K. and Kauffeld, S. 2019. Interactive Effects of Team Virtuality and Work Design on Team Functioning. Small Group Research.
    Source Title
    Small Group Research
    DOI
    10.1177/1046496419863490
    ISSN
    1046-4964
    Faculty
    Faculty of Business and Law
    School
    Future of Work Institute
    URI
    http://hdl.handle.net/20.500.11937/76511
    Collection
    • Curtin Research Publications
    Abstract

    © 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.

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