Managing virtual teams: A review of current empirical research

By Guido Hertel, Susanne Geister, Udo Konradt. 2005

1,123 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b863825710ab093fe2271d3aedead607d218f6bc

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Citations in the corpus

Trust in teams: A taxonomy of perceived trustworthiness factors and risk-taking behaviors in face-to-face and virtual teams (2020, methodology): “We coded the reported team situations as virtual when collaboration predominantly relied on electronic communication technologies (e.g. Bell and Kozlowski, 2002; Hertel et al., 2005).”
The role of trust climate in virtual teams (2012, methodology): “Team cohesion is also related to mutual accountability, enhancing team members’ efforts to improve team processes, thereby initiating extra-role helping and employee satisfaction (Kirkman et al., 2004; Hertel et al., 2005).”
Virtual Teams: A Literature Review (2009, methodology): “While direct leadership strategies are pos s ible in conventional teams, members of virtual teams might be managed more effectively by empowerment and by delegating managerial functions to the members (Hertel et al ., 2005).”
Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives (2007, background): “This trend has accelerated since the late 1990s due to the growth of the internet and other communication technologies (Hertel et al, 2005).”
Framing the Effects of Multinational Cultural Diversity on Virtual Team Processes (2016, background): “Hertel, Geiser, and Konradt (2005) noted that a VT relies on media interactions (e.g., chats, emails, audio conferencing, and video conferencing) for members to interact with one another without needing to meet face-to-face.”
Diverse effects of diversity: Disaggregating effects of diversity in global virtual teams (2019, background): “Experts estimate that approximately 60% of managers regularly complete tasks as members of geographically dispersed virtual teams (Hertel et al., 2005) and, more recently, that “corporate teams are now almost entirely virtual” (RW3 CultureWizard, 2016, p.”
Millennials in the Workplace: A Communication Perspective on Millennials’ Organizational Relationships and Performance (2010, background): “Popular literature includes books and articles that are written for trade and other audiences.”
Does it matter where your manager works? Comparing managerial work mode (traditional, telework, virtual) across subordinate work experiences and outcomes (2011, background): “In organizations where telework or virtual work is permitted, these pairings of work modes are more apt to occur (Camarinha-Matos, 2004; Hertel et al., 2005), and despite the absence of literature addressing these work mode combinations investigating their implications represents an important first…”
Effects of guided reflexivity and team feedback on team performance improvement: The role of team regulatory processes and cognitive emergent states (2015, background): “…locations by means of information and communication technology, have been shown to be less effective in the early stages of team development (Hertel et al., 2005; Warkentin & Beranek, 1999), suggesting that guided reflexivity may be particularly useful for teams at this point (Andres, 2013).”