Managing distance by interdependence: Goal setting, task interdependence, and team-based rewards in virtual teams

By Guido Hertel, Udo Konradt, B. Orlikowski. 2004

387 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/2354138a6d46d8fa0e68abf65bd22eaefd2f45b8

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In Communication

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Performance and turnover intentions: a social exchange perspective (2013, neutral): “Moreover, prior research studying task interdependence reports similar values (Hertel et al., 2004; Liden et al., 1997b; Van der Vegt et al., 2000; Van der Vegt and Jansen, 2003).”
Information systems success in free and open source software development: theory and measures (2006, background): “Indeed, there have already been several FLOSS developer surveys (e.g., Ghosh, 2002; Hertel et al., 2004), though not on this topic specifically.”
What does it take to be a virtual team player? The knowledge, skills, abilities, and other characteristics required in virtual teams (2016, result): “This is corroborated by findings that trust was a predictor of performance neither in virtual business teams (Hertel et al., 2004) nor in virtual (Open Source) software development teams (Hertel, Niedner, & Herrmann, 2003).”
Self-leadership in organizational teams: A multilevel analysis of moderators and mediators (2009, methodology): “Research on organizational virtual teams indicates that the four motivational processes are positively related to team performance and work satisfaction and team identification (Hertel et al., 2004).”
The role of trust climate in virtual teams (2012, background): “Introduction Due to the globalization of the economy and the availability of information and communication technology, virtual teams (VT) have become prevalent in companies (Rack et al., 2011; Horwitz et al., 2006; Gillam and Oppenheim, 2006; Hertel et al., 2004).”
Managing virtual teams: A review of current empirical research (2005, background): “Other ways to handle diversity in virtual teams are team trainings and group support systems (Nunamaker, Briggs, Mittleman, Vogel, & Balthazard, 1996/97) or the integration of cultural sensitivity as a selection criteria of team members (Hertel et al., 2004).”
Free revealing and the private-collective model for innovation incentives (2006, background): “The second model deals with motivational processes in small work teams, particularly ‘virtual teams’ with members working in different places and coordinating their work mainly via electronic media (Hertel, 2002; Hertel et al., 2004).”