Five challenges to virtual team success: Lessons from Sabre, Inc.

By Bradley L Kirkman, Benson Rosen, Cristina B. Gibson, Paul E. Tesluk, Simon O. McPherson. 2002

549 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f65a565d257fc679155d4ae916065d2fb49a6bc5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. John E. Mathieu
2. Bradley L Kirkman
3. Chieh-Peng Lin
4. Cristina B. Gibson
5. Benson Rosen
6. Yehuda Baruch
7. Hongwei He
8. Likoebe Mohau Maruping

In Management of Technology and Innovation

1. John E. Mathieu
2. Bradley L Kirkman
3. Benson Rosen
4. Likoebe Mohau Maruping
5. Michael Beyerlein
6. Soo Jeoung Han
7. Liz Lee-Kelley
8. Cristina B. Gibson

In Social Psychology

1. Bradley L Kirkman
2. John E. Mathieu
3. Cristina B. Gibson
4. Benson Rosen
5. Paul E. Tesluk
6. Chieh-Peng Lin
7. Likoebe Mohau Maruping
8. Yehuda Baruch

Citations in the corpus

• Workplace Isolation, Salesperson Commitment, and Job Performance (2008, background): “However, as Marshall, Michaels, and Mulki (2007) discuss, there is concern about the possibility that virtual employees may develop feelings of workplace isolation, low job satisfaction, and reduced organizational identification (Kirkman et al. 2002; Wiesenfeld, Raghuram, and Garud 2001).”
• Modeling team knowledge sharing and team flexibility: The role of within-team competition (2014, background): “Within-team knowledge sharing represents the effectiveness of the management of a team (Furst et al., 1999) and influences organizational performance and competitive advantage (Kirkman et al., 2002).”
• Patterns of empowerment and leadership style in project environment (2010, background): “Virtual teams can rapidly respond to business globalization challenges (Kayworth and Leidner, 2001; Maznevski and Chudoba, 2000; Montoya-Weiss et al., 2001) and their use is expanding exponentially (Kirkman et al., 2002).”
• Framing the Effects of Multinational Cultural Diversity on Virtual Team Processes (2016, background): “However, interpersonal skills are important as team members communicate effectively without relying on nonverbal cues (Kirkman et al., 2002).”
• The Dimensions and Antecedents of Team Virtuality (2005, background): “For example, Sabre, a travel reservation service organization based in the Dallas–Fort Worth, Texas area, has the majority of its team members spread throughout the United States and Canada (Kirkman et al., 2002).”
• Global virtual teams for value creation and project success: A case study (2008, background): “Yet Kirkman et al. [10] argue that face-to-face interaction is not mandatory if there is trust between team members.”
• The Impact of Team Empowerment on Virtual Team Performance: The Moderating Role of Face-to-Face Interaction (2004, background): “Because virtual teams can rapidly respond to business globalization challenges (Kayworth & Leidner, 2001; Maznevski & Chudoba, 2000; Montoya-Weiss et al., 2001), their use is expanding exponentially (Kirkman et al., 2002).”