The Dimensions and Antecedents of Team Virtuality

By Bradley L Kirkman, John E. Mathieu. 2005

566 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f89ed9ca061dbbe633337678822d8f311c244201

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Citations in the corpus

Modeling team knowledge sharing and team flexibility: The role of within-team competition (2014, background): “However, it might not always be the case; it would be particularly interesting to examine how team virtuality would affect team dynamism along with within-team competition (Kirkman and Mathieu, 2005; Staples and Webster, 2008).”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “For instance, Kirkman and Mathieu (2005) defined team virtuality in terms of three dimensions: (a) the degree of reliance on virtual tools, (b) the informational value of the mediums used, and (c) the synchronicity of interactions.”
Information sharing and team performance: a meta-analysis. (2009, unknown): “…various configurations of team virtuality, that is, " the extent to which team members use virtual tools to coordinate and execute team processes, the amount of informational value provided by such tools, and the synchronicity of team member virtual interaction " (Kirkman & Mathieu, 2005, p. 700).”
Framing the Effects of Multinational Cultural Diversity on Virtual Team Processes (2016, background): “For example, three dimensions, such as level of technology support, degree of time apart on task, and degree of physical distance, have been included in the framework of team virtuality (Kirkman & Mathieu, 2005).”
Familiarity, Complexity, and Team Performance in Geographically Distributed Software Development (2007, background): “Another important team coordination complexity factor is team size (Brooks 1995, Herbsleb and Mockus 2003, Hinds and Mortensen 2005, Kirkman and Mathieu 2005, Powell et al. 2004, Steiner 1972).”
Automation, Algorithms, and Beyond: Why Work Design Matters More Than Ever in a Digital World (2020, background): “(see, for example Hertel, Stone, Johnson, and Passmore (2017), who specified key elements of internet-based work so as to more readily articulate the work and psychological consequences of internet-based work, and Kirkman and Mathieu (2005) who did the same in relation to virtual team work).”
Understanding and improving teamwork in organizations: a scientifically based practical guide (2015, background): “For example, working in distributed and virtual environments may be challenging due to the lack of social cues (Kirkman & Mathieu, 2005), but in anticipation of this, organizational leaders can facilitate initial face-to-face meetings of team members to facilitate the development of trust and…”
Go (Con)figure: Subgroups, Imbalance, and Isolates in Geographically Dispersed Teams (2009, unknown): “Consequently, a substantial amount of research has examined GDTs’ processes and performance, exploring the effects of many different dimensions of dispersion including space, time, and socio-demographic characteristics (Griffith et al. 2003; Kirkman and Mathieu 2005; O'Leary and Cummings 2007).”
Transformational leadership in context: Face-to-face and virtual teams (2009, background): “In practice, project teams can be characterized by different degrees of virtuality (Griffith, Sawyer, & Neale, 2003; Kirkman & Mathieu, 2005; Martins, Gilson, & Maynard, 2004).”
Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance (2013, methodology): “…occurring in real time and that allow for a wider range of non-verbal communication are generally regarded as richer media (Daft and Lengel, 1986; Kirkman and Mathieu, 2005), we classified face-to-face meetings, video-conferencing, and teleconferencing as richer communication media, as compared…”