Virtual team: Difference between revisions
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A set of techniques and tools used primarily to promote the exchange and dissemination of tacit [[knowledge]]. Virtual teams are formed by matching people to tasks. Adjustment is done by associating knowledge, competence and experience with the requirements of emerging tasks and projects to be implemented. | A set of techniques and tools used primarily to promote the exchange and dissemination of tacit [[knowledge]]. Virtual teams are formed by matching people to tasks. Adjustment is done by associating knowledge, competence and experience with the requirements of emerging tasks and projects to be implemented. | ||
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Benefits of virtual teams include: | Benefits of virtual teams include: | ||
* Increased productivity: Virtual teams can work at their own pace and in their own time, which can lead to increased productivity. | * Increased productivity: Virtual teams can work at their own pace and in their own time, which can lead to increased productivity. | ||
* Cost savings: Virtual teams eliminate the need for travel and office space, which can result in significant cost savings. | * [[Cost]] savings: Virtual teams eliminate the [[need]] for travel and office space, which can result in significant cost savings. | ||
* Access to a wider pool of talent: Virtual teams allow organizations to tap into a wider pool of talent, regardless of geographical location. | * Access to a wider pool of talent: Virtual teams allow organizations to tap into a wider pool of talent, regardless of geographical location. | ||
* Improved communication: Virtual teams use technology to communicate, which can result in improved communication and collaboration. | * Improved communication: Virtual teams use technology to communicate, which can result in improved [[communication and collaboration]]. | ||
Limitations of virtual teams include: | Limitations of virtual teams include: | ||
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* Technology issues: Virtual teams rely heavily on technology, and technical problems can disrupt communication and collaboration. | * Technology issues: Virtual teams rely heavily on technology, and technical problems can disrupt communication and collaboration. | ||
* Time zone issues: Virtual teams can be spread across different time zones, which can make it difficult to schedule meetings and collaborate effectively. | * Time zone issues: Virtual teams can be spread across different time zones, which can make it difficult to schedule meetings and collaborate effectively. | ||
{{infobox5|list1={{i5link|a=[[Virtual organization]]}} — {{i5link|a=[[Boundaryless enterprise]]}} — {{i5link|a=[[Teamware]]}} — {{i5link|a=[[Network structure]]}} — {{i5link|a=[[Workplace design]]}} — {{i5link|a=[[Network of relationships]]}} — {{i5link|a=[[Virtual structure]]}} — {{i5link|a=[[Virtual shadowing]]}} — {{i5link|a=[[Business communication process]]}} }} | |||
==References== | ==References== | ||
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{{aa|Krzysztof Wozniak}} | {{aa|Krzysztof Wozniak}} | ||
[[Category:Group work]] | [[Category:Group work]] | ||
[[pl:Zespół wirtualny]] | [[pl:Zespół wirtualny]] | ||
Latest revision as of 07:45, 18 November 2023
A set of techniques and tools used primarily to promote the exchange and dissemination of tacit knowledge. Virtual teams are formed by matching people to tasks. Adjustment is done by associating knowledge, competence and experience with the requirements of emerging tasks and projects to be implemented.
Virtuality of teams manifests itself in the fact that using advanced communication technologies, a team of people scattered in different places of the globe can work together without direct physical contact. Without modern communication technology: the Internet, video conferencing, multimedia messages, virtual teams would not be possible.
In issues related to knowledge management virtual teams favor the sharing of knowledge, as well as the organization of knowledge and the process of organizational learning.
They allow for involvement in the strategic management of a wider group of specialists from different countries, allowing for better matching of strategy to local conditions.
Benefits and limitations of virtual teams
Benefits of virtual teams include:
- Increased productivity: Virtual teams can work at their own pace and in their own time, which can lead to increased productivity.
- Cost savings: Virtual teams eliminate the need for travel and office space, which can result in significant cost savings.
- Access to a wider pool of talent: Virtual teams allow organizations to tap into a wider pool of talent, regardless of geographical location.
- Improved communication: Virtual teams use technology to communicate, which can result in improved communication and collaboration.
Limitations of virtual teams include:
- Lack of face-to-face interaction: Virtual teams lack the benefit of face-to-face interaction, which can make it difficult to build trust and strong relationships.
- Difficulty in maintaining a sense of cohesion: Virtual teams can struggle with maintaining a sense of cohesion and shared purpose.
- Technology issues: Virtual teams rely heavily on technology, and technical problems can disrupt communication and collaboration.
- Time zone issues: Virtual teams can be spread across different time zones, which can make it difficult to schedule meetings and collaborate effectively.
| Virtual team — recommended articles |
| Virtual organization — Boundaryless enterprise — Teamware — Network structure — Workplace design — Network of relationships — Virtual structure — Virtual shadowing — Business communication process |
References
- Cohen, P. R., & Levesque, H. J. (1991). Teamwork. Nous, 25(4), 487-512.
- Hambley, L. A., O’Neill, T. A., & Kline, T. J. (2007). Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes. Organizational behavior and human decision processes, 103(1), 1-20.
- Tambe, M. (1997). Towards flexible teamwork. Journal of artificial intelligence research, 83-124.
- Wozniak K., Management information system as an instrument of strategic management in the company, PhD Thesis, Cracow University of Economics, Cracow 2005
Author: Krzysztof Wozniak
