Virtual teams that work : creating conditions for virtual team effectiveness

By Cristina B. Gibson, S. G. Cohen. 2003

697 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/af7458740c86b8af1acedd309055b3f6af94c500

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Citations in the corpus

Culture and international business: recent advances and their implications for future research (2005, background): “…to explore how its spread is affecting the progress of globalization in different parts of the world by incorporating the role of cultural syndromes, organizational cultures, and other processes, which has recently been attempted by scholars such as Bhagat et al. (2003) and Gibson and Cohen (2003).”
Situation Invisibility and Attribution in Distributed Collaborations (2007, methodology): “We use Gilbert and Malone’s (1995) authoritative model of the mechanism underlying dispositionalism (also known as correspondence bias and fundamental attribution error) as the starting point for our theoretical framework, which appears in Figure 1.”
The Impact of Team Empowerment on Virtual Team Performance: The Moderating Role of Face-to-Face Interaction (2004, background): “…a key moderator, rather than on other potential moderators, such as task interdependence or task complexity, because we believed that the extent of face-to-face interaction is one of the most important elements differentiating teams that interact primarily using technology (Cohen & Gibson, 2003).”
Framing the Effects of Multinational Cultural Diversity on Virtual Team Processes (2016, background): “Most definitions of VTs include two dimensions such as geography and time (Kayworth & Leidner, 2000; Montoya-Weiss, Massey, & Song, 2001) or geographic dispersion and electronic dependence (Cohen & Gibson, 2003).”
The impact of language barriers on trust formation in multinational teams (2014, result): “Whereas some previous studies identified trust as enhancing communication quality (see e.g. Gibson & Manuel, 2003), our study has demonstrated that communicative barriers imposed by diversity in mother tongues impede trust formation between MNT members.”
Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance (2013, background): “…community members would have to feel psychologically safe enough to fully elaborate their differing perspectives (van Knippenberg et al., 2004); and richer media would also reduce miscommunication and allow for more accurate elaboration of different viewpoints (Hinds and Weisband, 2003).”
The Dimensions and Antecedents of Team Virtuality (2005, background): “Blackburn et al. (2003) outlined many important considerations in terms of training virtual teams to use technology, including what to train, when to train it (e.g., before they work in virtual teams vs. embedded training), how to train it (e.g., to individuals or teams), and what delivery systems…”
Working Together Apart? Building a Knowledge-sharing Culture for Global Virtual Teams (2004, background): “’ According to Cohen and Gibson (2003), the conception of virtual team often induces a problematic use.”
MULTINATIONAL ORGANIZATION CONTEXT: IMPLICATIONS FOR TEAM LEARNING AND PERFORMANCE (2006, background): “Further, learning new approaches to work influences the degree of attention and effort members give to a particular team, or their " mind share " in the team (Klein & Kleinhanns, 2003).”