Managing a virtual workplace

By Wayne F. Cascio. 2000

695 citations recorded by the source corpus.

Subfields: Management Information Systems, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/ec082d5a91abdf62bd64dbb7a0268352440ffd92

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In Management Information Systems

In Management of Technology and Innovation

Citations in the corpus

Future work design research and practice: Towards an elaborated model of work design (2001, background): “, Cascio, W. F., & Young, C. F. (1999). Downsizing after all these years: Questions and”
The Dimensions and Antecedents of Team Virtuality (2005, neutral): “…2001; Warkentin, Sayeed, & Hightower, 1997), empirical field studies (Kirkman, Rosen, Tesluk, & Gibson, 2004, in press), practitioner articles (Cascio, 2000; Coutu, 1998; Kirkman, Rosen, Gibson, Tesluk, & McPherson, 2002; Majchrzak, Malhotra, Stamps, & Lipnack, 2004), case studies (Majchrzak,…”
Organizational communication satisfaction in the virtual workplace (2005, background): “This patient approach probably aided in the critical factors of acceptance and support of managers and colleagues (Cascio, 2000; McCloskey, 2001; Wiesenfeld et al., 1999b).”
Work Groups and Teams in Organizations (2003, background): “As a result, it may be critical for virtual team leaders to clearly define the team’s objective, facilitate team members’ understanding of their responsibilities, and create explicit structures that help the team manage its performance (Bell & Kozlowski, in press; Cascio, 2000).”
How Conversations Change Over Time in Face-to-Face and Video-Mediated Communication (2009, background): “Some argue that the nature and characteristics of virtual teams require initial training of communication skills, and skills and knowledge that enable team members to operate available groupware (Cascio, 2000; Hertel, geister, & Konradt, 2005; Horvath & Tobin, 2001; Knoll & Jarvenpaa, 1998).”
The Impact of Extent of Telecommuting on Job Satisfaction: Resolving Inconsistent Findings (2005, background): “Cascio, 2000; Igbaria & Guimaraes, 1999), the evidence to support this claim is equivocal.”
The moment of truth: Conceptualizing managerial work‐life policy allowance decisions (2008, background): “For example, not every employee may be equally suitable for telework because of high levels of discipline, result-orientation, self-motivation, and effective communication skills required for such an arrangement (Cascio, 2000b).”
Becoming a Virtual Professor: Pedagogical Roles and Asynchronous Learning Networks (2002, background): “Cascio [ 3 ], describing challenges for managers of the virtual workplace, notes that managers will need better supervisory skills for that situation.”
The New Era Workplace Relationships: Is Social Exchange Theory Still Relevant? (2018, background): “It is not only thatmodern leaders need additional skills tomanage technical tools and operations (Cascio, 2000).”
The impact of professional isolation on teleworker job performance and turnover intentions: does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter? (2008, background): “Despite some proponents contending that telework enhances job performance and reduces turnover (Bailey & Kurland, 2002; Igbaria & Guimaraes, 1999; Staples, Hulland, & Higgins, 1999), others suggest that professional isolation may leave teleworkers feeling out of the loop in office interactions (Baru”
Global virtual teams for value creation and project success: A case study (2008, background): “[8, p. 81] is an on-going challenge and members are still concerned about their career prospects with reduced opportunities for social networking [9].”
The impact of language barriers on trust formation in multinational teams (2014, background): “Given that the lack of face-to-face time in multinational virtual teams reduces MNT members’ 42 opportunities to assess their colleagues’ trustworthiness through nonverbal cues (Cascio, 2000), the impact of language barriers on trust formation would likely be intensified in these settings.”
The rules of virtual groups: Trust, liking, and performance in computer-mediated communication (2005, background): “In CMC research, trust has been found to be positively related to performance (Cascio, 2000; Jarvenpaa et al., 1998), problem and uncertainty resolution, and social information exchange (Jarvenpaa & Leidner, 1998).”
The Impact of Team Empowerment on Virtual Team Performance: The Moderating Role of Face-to-Face Interaction (2004, background): “While virtual teams play an important role in industry worldwide, most of the knowledge about them derives from practitioner articles ( Cascio, 2000; Coutu, 1998; Kirkman, Rosen, Gibson, Tesluk, & McPherson, 2002; Townsend, DeMarie, & Hendrickson, 1998), popular books (Duarte & Snyder, 2001; Haywoo”