Identification in Face-to-Face, Hybrid, and Pure Virtual Teams: Untangling the Contradictions

By C. Fiol, E. O'Connor. Organ. Sci., 2005

454 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/cdd5b462be69a1cfb747e6b0251893f502be1dc3

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Citations in the corpus

Communication and Social Identity Theory: Existing and Potential Connections in Organizational Identification Research (2007, background): “addition to hypothesizing about the role of experienced media richness by virtual team members, Fiol and O’Connor (2005) propose that communication clarity regarding team members’ roles can lead to stronger team identification—especially for pure virtual teams as opposed to more hybrid ones. Lastly,”
Are All Distributed Teams the Same? Differentiating Between Temporary and Ongoing Distributed Teams (2006, background): “A bandwidth experienced as constraining by distributed team members may limit the social context cues available to them (Fiol & O’Connor, 2005); team members often cannot observe behaviors used to establish informal rules or norms (Finholt & Sproull, 1990); and team behaviors acceptable in one…”
Go (Con)figure: Subgroups, Imbalance, and Isolates in Geographically Dispersed Teams (2009, unknown): “Researchers studying identity in teams have repeatedly found that identification with the team is a key antecedent of effective functioning and success (Fiol and O'Connor 2005).”
Identity and identification at work (2016, background): “Several conceptual articles have pointed out that the process of relational work identity development is poorly understood (e.g., Fiol & O’Connor, 2005).”
Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes (2010, background): “…a team is geographically dispersed (e.g., a virtual team), then leadership functions like monitoring the team and establishing expectations may be particularly important given the possibility for team members to feel disconnected from the organization and the team’s mission (Fiol & O’Connor, 2005).”
Virtual Teams Research (2015, background): “In interviews, members stated that CMC was not sufficient for transmitting the fine-grained social cues needed to build a shared social identity (e.g., Fiol & O’Connor, 2005).”
Information Technology and the Changing Fabric of Organization (2007, background): “For example, without the effective management of organizational features such as psychological safety ( Edmondson 1999 ) and situational awareness (Cramton 2001), virtual workers tend to not share their unique knowledge (Majchrzak et al. 2000), have greater interpersonal conflict (Hinds and Bailey 2”
Bots, bespoke, code and the materiality of software platforms (2014, background): “Researchers have noted that the idea of a virtual or online community – or, in organizational research, the virtual team (Fiol & O'Connor, 2005; O'Leary & Cummings, 2007) – is outdated and needs reformulation.”