Mastering Virtual Teams

By Deborah L. Duarte, N. Snyder. 2000

343 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/492a124968e353433dd9be21b5781b73dc176a23

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management of Technology and Innovation

Citations in the corpus

The Impact of Team Empowerment on Virtual Team Performance: The Moderating Role of Face-to-Face Interaction (2004, background): “In virtual teams, team members must demonstrate a particularly high level of initiative and proactivity (Blackburn, Furst, & Rosen, 2003; Duarte & Snyder, 2001; Haywood, 1998; Lipnack & Stamps, 2000; Townsend et al., 1998).”
Quality of management by objectives, task-related stressors, and non-task-related stressors as predictors of stress and job satisfaction among teleworkers (2003, background): “Adequate management can be considered to be a necessary condition for the mastering of telework and virtual cooperation (Duarte & Snyder, 1999; Konradt & Hertel, 2002; Lipnack & Stamps, 1999).”
What does it take to be a virtual team player? The knowledge, skills, abilities, and other characteristics required in virtual teams (2016, background): “Finally, although some studies emphasized the importance of persistence and motivation in virtual teams (as part of the Enterprising and Performing domain; e.g., Duarte & Snyder, 2001; Warkentin, Sayeed, & Hightower, 1997), a more recent study did not provide such evidence (Hertel et al., 2006).”
How Does the Digital Transformation Affect Organizations? Key Themes of Change in Work Design and Leadership (2018, background): “In addition, a popular topic in previous research (e. g. Duarte & Snyder, 1999; Malhotra et al., 2007) also repeatedly emerging in our survey was work and leadership in virtual teams (and, relatedly, communication via new media) .”
Managing distance by interdependence: Goal setting, task interdependence, and team-based rewards in virtual teams (2004, background): “While the necessary features that deﬁne a ‘‘virtual team’’ are still discussed controversially (e.g., Duarte & Snyder, 1999; Hinds & Kiesler, 2002; Lipnack & Stamps, 1997; Maznevski & Chudoba, 2000), we suggest a stepwise deﬁnition.”
Avatars, People, and Virtual Worlds: Foundations for Research in Metaverses (2009, positive): “This understanding impacts interaction among team members and leads to the ability to leverage expertise, facilitate coordination, avoid duplication of effort, and realize a team's overall goals (Duarte and Snyder, 2001, Liedtka, 1996, Peters and Manz, 2007).”
Predictors of the emergence of transformational leadership in virtual decision teams (2009, background): “The exercise requires participants to rank 10 biomedical and behavioral research practices—all of which involve human subjects—in terms of their relative permissibility and acceptability (Balthazard, 2000; Cooke, 1994). It provides participants with an opportunity to engage in ethical analysis and g”
Nature of virtual teams: a summary of their advantages and disadvantages (2008, background): “Duarte and Snyder, 2001; Samson and Daft, 2003). It is important for leaders to create coherence when attempting to blend the work processes of a virtual team member’s home organization (Majchrzak et al., 2004, p. 7). Conflict resolution also requires significant leadership expertise. For Snyder (20”