Virtual teams: a review of current literature and directions for future research

By A. Powell, Gabriele Piccoli, Blake Ives. DATB, 2004

1,476 citations recorded by the source corpus.

Subfields: Communication, Information Systems and Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/1474dd96d925e3db455d6c3084aab7676ab4a196

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Citations in the corpus

Transformational Technologies and the Creation of New Work Practices: Making Implicit Knowledge Explicit in Task-Based Offshoring (2008, background): “In general, studies of offshored and distributed work tend to focus on team processes of communication and coordination and their associated technologies rather than on domainspecific task processes and the technologies employed to carry them out (Hinds and Bailey 2003; Martins et al. 2004; Maruping”
The Role of Communication and Trust in Global Virtual Teams: A Social Network Perspective (2011, background): “this recognition has led to recent calls for investigating individual performance [2, 68, 84].”
Framing the Effects of Multinational Cultural Diversity on Virtual Team Processes (2016, background): “Defining MNVTs The distinctive feature of VTs is the reliance on information technology as the primary method of communication (Powell et al., 2004).”
The Effects of Cultural Diversity in Virtual Teams Versus Face-to-Face Teams (2006, background): “Virtual teams that span multiple countries create the strong possibility that members of the team will have diverse national backgrounds (Evaristo 2003; Powell et al. 2004 ).”
Remote Leadership, Communication Effectiveness and Leader Performance (2010, background): “This may be related to reduced opportunitiesforinteraction,reducedaccesstopopularcommunicationchannels,time delays, and lack of shared language among diversified members ( Powell et al. 2004; Kayworth and Leidner 2001).”
Behavioral adaptation within cross-cultural virtual teams (2006, background): “Culture and Communication Communication between CCV team members can be seen as a crucial element for the success of the team [5] and the “core” of any virtual team [1].”
Exploring the effects of trust, task interdependence and virtualness on knowledge sharing in teams (2008, background): “Nevertheless, recent reviews of empirical research (Webster & Staples, 2006; Martins et al. , 2004; Powell et al ., 2004; Hertel et al. , 2005; Pinsonneault & Caya, 2005) have found very few studies of knowledge sharing in virtual teams.”
Virtual Teams: A Literature Review (2009, background): “Virtual teams represent one such organizational form, one that could revolutionize the workplace and provide organizations with unprecedented level of flexibility and responsiveness (Powell et al ., 2004).”
Are All Distributed Teams the Same? Differentiating Between Temporary and Ongoing Distributed Teams (2006, methodology): “Researchers (Jarvenpaa et al., 1998; Jarvenpaa & Leidner, 1999; Powell et al., 2004) found that when the more successful TDTs do not have enough time to slowly build trust, team members assume that others are trustworthy and begin working as if trust were already in place.”
Virtual teams: team control structure, work processes, and team effectiveness (2004, background): “Team performance and individual satisfaction are the two most common variables when examining virtual team outcomes (Powell et al., 2004).”
Trust and the Unintended Effects of Behavior Control in Virtual Teams (2003, background): “But early work has focused on selfdirected virtual teams2 and to date no attention has been devoted to the antecedents of trust decline and to the effects of managerial controls on trust in virtual teams (Powell et al. 2004).”
The Impact of Knowledge Coordination on Virtual Team Performance Over Time (2007, background): “Over the last decade, a large body of literature on virtual teams has emerged (Powell et al. 2004; Wiesenfeld et al. 1999).”
Avatars, People, and Virtual Worlds: Foundations for Research in Metaverses (2009, neutral): “Self-directed teams form based on the assumption that virtual teams will coordinate and be able to optimize their work (Powell et al., 2004).”