Virtualness and Knowledge in Teams: Managing the Love Triangle of Organizations, Individuals, and Information Technology

By Terri L. Griffith, John E. Sawyer, Margaret A. Neale. MIS Q., 2003

874 citations recorded by the source corpus.

Subfields: Communication, Management of Technology and Innovation, Social Psychology

View Paper: https://www.semanticscholar.org/paper/1995ed2e6a9b2d3242956bd4681b9b36c504028d

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In Management of Technology and Innovation

In Social Psychology

Citations in the corpus

Blockchain Governance—A New Way of Organizing Collaborations? (2020, neutral): “…IT can spawn organizational forms that are more ﬂ exible and less hierarchical (Zammuto et al. 2007) and can fundamentally structure collab-orations (Grif ﬁ th et al. 2003); thus, it has important socialimplicationsfor organizing transactions (Lyytinen and Damsgaard 2011, Wirtz et al. 2010).”
The Role of Communication and Trust in Global Virtual Teams: A Social Network Perspective (2011, background): “[40] and Saunders and ahuja [93] have provided typologies that show that virtual teams can have diverse configurations.”
Influence of Technological Assets on Organizational Performance through Absorptive Capacity, Organizational Innovation and Internal Labour Flexibility (2018, positive): “For instance, self-motivated employees will look for innovative ways to increase their effectiveness in the firm, such as databases, multimedia systems, simulation software, knowledge portals, workflow, intranets and forums [59], which lead the firm to achieve communication and innovative ways of wo”
Leading virtual teams: hierarchical leadership, structural supports, and shared team leadership. (2014, methodology): “Thus, a key aspect of performance in virtual teams is managing the “triangle” of factors: shared knowledge (in changing and flexible organization structure), via electronic communication systems, and with experts as primary collaborators (Griffith et al., 2003; Kanawattanachai & Yoo, 2007; Malhotra ”
Absorptive Capacity and Information Systems Research: Review, Synthesis, and Directions for Future Research (2012, background): “…function of existing cognitive structures or prior related knowledge that enables individuals to recognize the value of new knowledge, assimilate it, and apply it " (Massey and Montoya-Weiss 2006, p. 100); or, simply as an individual's ability to utilize available knowledge (Griffith et al. 2003).”
Familiarity, Complexity, and Team Performance in Geographically Distributed Software Development (2007, background): “As Griffith et al. (2003) noted, when distributed teams have formed some collective knowledge, they are better able to access that knowledge.”
Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance (2013, background): “Our findings also are consistent with those showing positive effects for rich communication media in global virtual teams (Anawati and Craig, 2006; Davis and Bryant, 2003), practitioner recommendations that virtual collaborators should meet initially face-to-face as well as periodically throughout a”
Information Technology and the Changing Fabric of Organization (2007, background): “In turn, we may be better able to explain the role of diversity in distributed work, the dynamics of knowledge transfer across the full range of virtualness (Griffith et al. 2003), why transactive memory systems can be created in teams that never meet (Moreland and Myaskovsky 2000), why communities ”
Is Out of Sight, Out of Mind? An Empirical Study of Social Loafing in Technology-Supported Groups (2005, background): “Similarly, among dispersed teams, a range of options may exist: from all members working apart all the time to some members meeting frequently, to all members meeting face to face occasionally (Griffith et al. 2003).”
Go (Con)figure: Subgroups, Imbalance, and Isolates in Geographically Dispersed Teams (2009, positive): “Consequently, a substantial amount of research has examined GDTs’ processes and performance, exploring the effects of many different dimensions of dispersion including space, time, and socio-demographic characteristics (Griffith et al. 2003; Kirkman and Mathieu 2005; O'Leary and Cummings 2007).”
Are All Distributed Teams the Same? Differentiating Between Temporary and Ongoing Distributed Teams (2006, background): “The extent to which a geographically distributed team uses these information technology (IT) artifacts affects it virtualness (Bell & Kozlowski, 2002; Griffith et al., 2003; Martins et al., 2004) and affects the way its members work together to accomplish the team’s task (Orlikowski & Iacono, 2001).”