Virtual Teams: People Working Across Boundaries with Technology, Second Edition
By Jessica Lipnack, Jeffrey Stamps. 2000
531 citations recorded by the source corpus.
View Paper: https://www.semanticscholar.org/paper/58b00095903abcd4816ff01dcd6c9b1468376c94
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Citations in the corpus
- Identification in Face-to-Face, Hybrid, and Pure Virtual Teams: Untangling the Contradictions (2005, background): “Virtual teams tend to be more diverse (Kiesler and Cummings 2002), leading some researchers to the general proposition that identification is more difficult to develop in virtual than in face-to-face teams (e.g., Cramton 2001, Lipnack and Stamps 2000, Mannix et al. 2002).”
- The centrality of communication norm alignment, role clarity, and trust in global project teams (2016, background): “All rights reserved. of GVTs when compared to co-located work groups (Lipnack and Stamps, 2000; Olson and Olson, 2000).”
- Predictors of the emergence of transformational leadership in virtual decision teams (2009, unknown): “This type of leadership is used in self-managed teams, and it allows for leadership to shift depending on the task, expertise, and influence of certain members (Duarte & Snyder, 1999; Lipnack & Stamps, 2000).”
- A Process-Based Explanation of the Psychic Distance Paradox: Evidence from Global Virtual Teams (2014, background): “GVTs can be defined as ‘‘a group of people who work interdependently with a shared purpose across space, time and organization boundaries using technology’’ (Lipnack and Stamps 2000, p. 18).”
- The Dimensions and Antecedents of Team Virtuality (2005, background): “Advances in information technology and the rise of virtual teams have led to a shift away from face-to-face interaction to increased reliance on virtual tools (Bell & Kozlowski, 2002; Lipnack & Stamps, 2000; Townsend et al., 1998).”
- The Impact of Team Empowerment on Virtual Team Performance: The Moderating Role of Face-to-Face Interaction (2004, background): “Although not all virtual teams perform highly complex tasks, most are knowledgebased teams charged with developing new products, improving organizational processes, or satisfying complex customer problems (Duarte & Snyder, 2001; Lipnack & Stamps, 2000; Townsend et al., 1998).”