Communication Processes for Virtual Organizations

By G. DeSanctis, P. Monge. 2006

294 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/53484f30536f410a1ce4a34ba41ad2250ab0d865

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In Communication

In Management of Technology and Innovation

In Social Psychology

Citations in the corpus

Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance (2013, background): “Our finding that it is richer, not leaner, communication media that accelerate the upward slope of the curve for highly nationally diverse communities is most likely owing to the complex, on-going problem-solving tasks the OCoPs in our study were carrying out, necessitating the use of richer communi”
Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization (2004, background): “With the rise in labor costs, global expansion, and corporate mergers, work groups are often used as a means for connecting members who are dispersed across different geographic locations, who represent different functions, who report to different managers, or who work in different business units ( ”
Tie and Network Correlates of Individual Performance in Knowledge-Intensive Work (2004, background): “performance for those engaged in knowledge intensive work ( DeSanctis & Monge, 1999 ).”
Managing virtual teams: A review of current empirical research (2005, background): “Communication processes are perhaps the most frequently investigated variables relevant for the regulation of virtual teamwork (for reviews see Bordia, 1997; DeSanctis & Monge, 1999; Potter & Balthazard, 2002).”
Coordinating Expertise Among Emergent Groups Responding to Disasters (2007, background): “Virtual organizations and communities emerge in response to social needs and competitive pressures (DeSanctis and Monge 1999).”
Employee isolation and telecommuter organizational commitment (2020, background): “All in all, it is important formanagement to systematically shift organizational culture to one conducive to telecommuting success by adopting structures and policies that facilitate distributed work arrangements (DeSanctis and Monge, 1999; Leonari et al., 2010; Rice and Gattiker, 2001).”
Are All Distributed Teams the Same? Differentiating Between Temporary and Ongoing Distributed Teams (2006, background): “However, research data often do not support the Daft and Lengel model (DeSanctis & Monge, 1999).”
The role of trust climate in virtual teams (2012, background): “Compared to face-to-face teams, VTs are more likely to encounter communication and coordination challenges (DeSanctis and Monge, 1999; Rico et al., 2008), possibly leading to time delays when completing the task (Montoya-Weiss et al.”
Virtual Team Performance in a Highly Competitive Environment (2011, unknown): “The importance of communication has been repeatedly emphasized by prior virtual team research (e.g., DeSanctis & Monge, 1999; Hertel et al., 2005), as a facilitator of interpersonal relationships between team members and as a catalyst of virtual team-development processes (Maznevski & Chudoba,…”
Conflict and Performance in Global Virtual Teams (2006, background): “Information overload is a consequence of large volume of communication, which has increased in the context of electronic communication [16].”
The centrality of communication norm alignment, role clarity, and trust in global project teams (2016, background): “In the complex and dynamic environment of virtual work, especially in regard to global teams, difficulty can arise in getting communication norms to ‘gel’ unless a conscious effort is made to define them (DeSanctis and Monge, 1998).”
Coworker Relationships and Informal Communication in High-Intensity Telecommuting (2011, background): “…have theorized that temporal and spatial distance reduces opportunities for teleworkers to interact with their colleagues, which produces less engagement in the organizational routines that provide connection and understanding (Bartel et al., 2007; DeSanctis & Monge, 1998; Thatcher & Zhu, 2006).”
New measurement scales for evaluating perceptions of the technology‐mediated customer service experience (2004, background): “Intimacy has been further validated in both the academic and practitioner literatures (Pine and Gilmore, 1998), and is seen as a crucial element in meaningful contact, both with customers and employees (DeSanctis and Monge, 1999).”