The Impact of Team Empowerment on Virtual Team Performance: The Moderating Role of Face-to-Face Interaction

By Bradley L Kirkman, Benson Rosen, Paul E. Tesluk, Cristina B. Gibson. 2004

962 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/a6f7681d1c00e8eef35dbd35c53d0d939808cc04

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Citations in the corpus

Understanding empowerment from an employee perspective: what does it mean and do they want it? (2008, background): “claim that empowered teams are essential if organisations wish to improve their performance and Kirkman et al. (2004)”
Virtual Teams: What Do We Know and Where Do We Go From Here? (2004, methodology): “Researchers have also indicated that VTs are often used to address complex tasks of significant importance ( Kirkman et al., 2004; Leenders et al., 2003).”
Virtual Teams Research (2015, background): “In effect, the younger generations may view working in a VT as commonplace and working in FtF environments as the exception.”
Business travel and mobile workers (2008, background): “Therefore, as much empirical research has argued, even “virtual” teams need face-to-face encounters (Arnfalk and Kogg, 2003; Handy, 1995; Kirkman et al. 2004).”
HR practices and employee performance: the mediating role of well-being (2018, background): “By using opportunity-enhancing HR practices, employees may demonstrate flexibility in accommodating customer needs (Peccei and Rosenthal, 2001), engage in process improvements (Kirkman et al., 2004) and”
It could be worse: a study on the alleviating roles of trust and connectedness in intragroup conflict. (2007, background): “Emergent states are defined as positive attitudes, values, motivations, and cognitions of group members that can directly influence group outcomes ( Kirkman et al. , 2004”
Enhancing the Effectiveness of Work Groups and Teams (2006, background): “More recent theory development by Kozlowski et al. (1999) adopts a normative perspective on group development; their theory posits how teams should compile skills and develop adaptive processes in order to be effective.”
Using positivity, transformational leadership and empowerment to combat employee negativity (2008, result): “It should be noted, however, that some research efforts have used these dimensions to aggregate empowerment to the team level (e.g. Seibert et al., 2004; Kirkman et al., 2004).”
Proactively performing teams: The role of work design, transformational leadership, and team composition (2010, background): “Although the rwgwas slightly lower than is desirable,weconsidered it acceptable because our measure of team self-management is what Kozlowski and Klein (2000) refer to as a configural construct,which are constructs that ‘emerge from individuals but donot coalesce as shared properties do’ (p.”
Organizational culture and innovation culture: exploring the relationships between constructs (2012, background): “In contrast, face-to-face interactions can positively moderate the relationship between empowerment, process improvement, and customer satisfaction (Kirkman et al., 2004).”
A multilevel study of leadership, empowerment, and performance in teams. (2007, background): “…examine whether team effectiveness models generalize across different levels of interdependence (e.g., Gully, 2000; Kozlowski & Bell, 2003), and research on team empowerment has rarely considered the possible moderating effects of team interdependence (Kirkman et al., 2004, is a recent exception).”