Table 1 - uploaded by Katherine M. Chudoba
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Search terms and number of articles retrieved.
Source publication
The word iovirtuallo has become a potent buzzword and as such, is freely applied to many situations, with many meanings. As a result, it, like other buzzwords, is in danger of meaning nothing. In this paper, we develop a more precise understanding of the use of the word iovirtualli to describe changing work environments. Our specific contribution i...
Contexts in source publication
Context 1
... search retrieved a total of 75 documents, listed in Appendix A. Articles retrieved were published between 1986 and spring 2001. A complete list of search terms and the number of documents retrieved is shown in Table 1. Citations for the articles analyzed can be found in the Appendix. ...
Context 2
... next step in our analysis was to analyze each article according to our framework. We summarized the key concepts and findings of each article and coded each on several dimensions (shown in Table 1) that we felt were important in understanding the nature of research conducted in this area. One author did the bulk of the coding reported here. ...
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Citations
... The main input variables of interest for our study are global team boundaries. Research with software organizations (Orlikowski, 2002), published articles on virtual teams (Watson-Manheim et al., 2002b), and case studies (Espinosa et al., 2003) have identified boundaries that global team members need to bridge to work together, including geographic distance, time separation, organizational, functional, and cultural. As more of these boundaries are present, the "virtuality" of the team increases (Lu et al., 2006), creating "fault lines" (Lau and Murnighan, 1998) making it more difficult for team members to work together. ...
... Cultural differences. Cultural differences can make collaboration and communication more difficult (Carmel, 1999;Orlikowski, 2002;Watson-Manheim et al., 2002b). Studies of global software teams have found that distance alone might not be the only cause of observed problems, but that cultural and other differences also can play a role (Cramton, 2001;McDonough et al., 2001), and that indeed some of the problems of geographic dispersion have to do with cultural differences when work is done globally (Olson and Olson, 2000). ...
... Research context and sample We conducted semi-structured interviews face-to-face and by telephone with managers of global IS projects. Interviews are a widely used method in information systems IS project success: a field study Input variables Global team boundaries (Lau and Murnighan, 1998;Orlikowski, 2002;Watson-Manheim et al., 2002b;Espinosa et al., 2003;Lu et al., 2003) Geographic distance Conrath, 1973;Allen, 1977;Van den Bulte and Moenaert, 1998;Carmel, 1999;Herbsleb et al., 2000;Malhotra et al., 2001;Armstrong and Cole, 2002;Kiesler and Cummings, 2002;Griffith et al., 2003;Hinds and Bailey, 2003) Time separation (O'Leary and Cummings, 2002;Espinosa et al., 2003;Griffith et al., 2003;Espinosa and Carmel, 2004;Espinosa and Pickering, 2006) Organizational differences (Zack and McKenney, 1995;Yan and Louis, 1999;Majchrzak et al., 2000;Robey et al., 2000;Barthelemy, 2001;Cramton, 2001;Armstrong and Cole, 2002) Functional diversity (Ancona and Caldwell, 1992;Eisenhardt and Tabrizi, 1995;Denison et al., 1996;Jehn and Northcraft, 1999;Pelled et al., 1999;Olson and Olson, 2000) Cultural differences (Carmel, 1999;Olson and Olson, 2000;Cramton, 2001;McDonough et al., 2001;Orlikowski, 2002;Watson-Manheim et al., 2002b). ...
Purpose
The purpose of the paper is to better understand how global boundaries affect global information system (IS) project success and which mediating process variables increase the chance of success.
Design/methodology/approach
Based on the literature on IS success and global teams, an input‐process‐output framework is adopted to develop the research model for the study. This research is based on semi‐structured interviews with 22 global IS project managers. An attribution analysis is used to identify common themes and patterns of the interview results.
Findings
Global IS project managers identified time separation and cultural differences as the most significant barriers to project success. Our findings suggest that effective teams were able to overcome these barriers to achieve success, but this success was achieved through the implementation of special coordination, communication and cognitive processes tailored to help teams overcome global barriers and through considerable additional cost and effort.
Practical implications
This study furthers understanding of the global boundaries affecting global IS project success and the most effective processes that teams use to overcome global barriers.
Originality/value
Despite the increasing attention to global IS work, there is limited understanding of why and how global IS projects succeed or fail. The present study, investigates not only how multiple global boundary variables (e.g. geographic dispersion, time separation, language differences, cultural differences, etc.) affect IS project success, but also which processes teams use to cope with the challenges presented by these global boundaries.
... We used Pro-Quest Direct and ERIC to search for peer-reviewed articles that contained at least one of the following terms: online learning, online courses, online education, online instruction, web-based instruction, web-based courses, Internet courses, e-learning, computer-based instruction. Published research articles were used as the unit of analysis as they " provide a clear sampling frame, as well as the best view of what is accepted in the research community " (Watson-Manheim, Crowston, & Chudoba, 2002 ). Although the articles selected for analysis ranged in publication date from 1996-2002, a majority of the articles (14 out of the 21 that were chosen) were published between 2000 and 2002, as this seems to be the period of time during which online education emerged as a " hot " topic. ...
Rapid proliferation of the Internet along with emerging social and economic imperatives are lead-ing institutions of higher-learning to offer a large variety of online courses/programs in different disciplines. As such education becomes increasingly pervasive and legitimate in society, there is a need to critically examine its merits and pitfalls as well as the underlying assumptions driving the justification, design, and teaching of online courses. In this paper, we take a first step in this di-rection by uncovering myths embedded in the discourse on online learning. We examine these myths in the context of online education in our own discipline, that of Information Systems (IS). We intend the paper to stimulate awareness and encourage debate regarding the pedagogical, ad-ministrative, economic, and societal implications of this novel though untested form of education as practiced in IS as well as in related disciplines.
... However, difficulties due to geographic dispersion often correlate with those of time zone differences. With some exceptions [2,3], most research has not distinguished between the two. So, our objective in this paper is to present a model that represents coordination costs in which we distinguish distance from time separation. ...
... Team members are separated by time when there are differences in working hours, time zones, and/or working rhythms that reduce the time available for same-time (i.e., synchronous) interaction [2,3]. For example, teams separated on an east-west axis have fewer overlapping work hours than teams separated on a north-south axis [5], making it more difficult for the former to coordinate and communicate. ...
Research to date has not attempted to model coordination in global software teams. We formulate a preliminary collaboration model for a dyad to help us understand the consequences of time separation. We first describe the model and its theoretical foundations and we then evaluate the model by simulating several thousand observations and running regression models to inspect the effect of different variables on coordination costs. We then make suggestions for further extension of the model to include more complex scenarios with multiple collaborators and fewer assumptions. Our evaluation shows that the consequences of time separation are complex and that we need to understand them well before we can make claims about coordination outcomes in larger software teams that are separated by time zones.
... Next, we analyzed each article according to our framework. We summarize the key concepts and findings of each article and coded each on several dimensions that we felt were important in understanding the nature of research conducted in this area (Watson-Manheim et al., 2002): – organizational regional; ...
“Virtual” is a potent buzzword, freely applied to many situations, with many meanings. In this exploratory study, we develop a more precise understanding of “virtual” to describe changing work environments. Specifically, we propose a framework to classify work environments based on the type of discontinuities involved. Discontinuities are gaps or a lack of coherence in aspects of work. The framework allows us to compare research across different topics and work settings. We use the framework to classify 75 published articles on virtual work environments or earlier, related research streams. We observed that many studies were simultaneously addressing existing or emerging continuities, factors or strategies for overcoming discontinuities. The focus of “virtual” is on changes in the work environment; however, our analysis suggests the need to be equally aware of factors that have not changed and which may become more critical with the introduction of discontinuities.
... Individuals from different organizations, nations, and professions traditionally have boundaries that differentiate each group from others. Watson-Manheim, Crowston, and Chudoba (2002) defined virtual work as work that spans discontinuities of temporal work location, geographic work location, group membership, organizational affiliation, and cultural background. Therefore, in VTs, these discontinuities or the internal process of boundary spanning is much more critical than in traditional teams. ...
This paper attempts to address the need for more research on virtual team effectiveness, and outlines an ecological theoretical framework. Prior empirical studies on virtual team effectiveness used frameworks of traditional team effectiveness and mainly followed Hackman's normative model (input-process-output). We propose an ecological approach for virtual team effectiveness that accounts for team boundaries management, technology use, and external environment, properties which were previously either non-existent or contextual. The ecological framework suggests that three components, external environment, internal environment, and boundary management, reciprocally interact with effectiveness. The significance of the proposed framework is the holistic perspective that takes into account the complexity of the external and internal environment of the team. Indiana University
... The word "virtual" describes work that spans one or more discontinuities. The term has been applied to work where people are in discontinuous physical work locations, where work is done in discontinuous time frames, where people have discontinuous organizational affiliations (Watson-Manheim, Crowston & Chudoba (2002)). ...
The word “virtual” describes work that spans one or more discontinuities. The term has been applied to work where people are in discontinuous physical work locations, where work is done in discontinuous time frames, where people have discontinuous organizational affiliations (Watson-Manheim, Crowston & Chudoba (2002)).
... By using ICT, virtual collaboration can facilitate knowledge sharing in terms of easily organizing diverse backgrounds of the knowledge workers and increasing accessibility to information and knowledge [5]. On the other hand, the geographic, temporal, organizational and/or cultural discontinuities [6] that may exist in virtual collaboration may create problems that can hinder knowledge sharing among team members. One of the major barriers to knowledge sharing is cultural differences [7]. ...
This paper explores the impact of national culture on knowledge sharing activities in global virtual collaboration. In specific, the Chinese culture is examined.
In this paper we investigate group maintenance behavior in community-based Free/Libre Open Source Software (FLOSS) development teams. Adopting a sociolinguistic perspective, we conceptualize group maintenance behavior as interpersonal communication tactics—specifically, social presence and politeness tactics—that help maintain relationships among group members. Developer email messages were collected from two FLOSS projects with different development status and content-analyzed to identify frequently-used group maintenance tactics. We then compared the two projects on the group maintenance tactics used, finding differences that reflect changes in the project work practices. Our work contributes theoretically to FLOSS research and has practical implications for FLOSS practitioners.
Scenarios can help to understand future developments and their potential implications holistically and thus augment analytical
approaches. This chapter presents three scenarios, depicting different, but complementary forms of virtual organisations:
regional clusters and enterprise networks, professional communities, and global networked firms. It analyses the forces at
work, which potentially drive developments towards these forms, and the impact on different business processes. Researchers
can distil research questions and use cases from the scenarios, while managers can use them as backlight against which they
can develop their long-term plans.
Research into virtual teams has long focused on "glass half-empty" comparisons with "traditional" teams, exploring the ramifications of technology-mediated interactions that lack the social context and cues of face-to-face encounters. With this paper we extend an emerging argument for a new perspective focusing instead on a more optimistic picture in which the glass is actually half-full and technology-mediated interactions play a positive role alongside face-to-face interactions in teams. To achieve this we employ social capital, and in particular "weak ties", as a sensitizing concept or lens through which to view the emerging perspective of "virtuality", defined in terms of "discontinuities" in teams. The thinking this develops is used to examine data gathered from a year-long case study of a UK government-funded "virtual centre of excellence". The findings highlight task and membership boundaries as unique additional discontinuities to be considered in the definition of virtuality
