Summary table of literature review
| Research focus | Authors | Theories/models/framework | Role of VT in the organization | Results |
|---|---|---|---|---|
| The significance of intercultural communicative competence in VT and Face-to-Face Teamwork | Yousef (2024) | _ | Enhance intercultural communicative competence (ICC) | ICC was found to be crucial in VT |
| The experiences of VT leaders during the COVID-19 | Efimov et al. (2024) | Health-Oriented leadership (HoL) | Virtual leadership experience | Discussed several challenges leaders face in implementing HoL |
| Leadership strategy employed by project managers in building leadership trust | Badrinarayanan (2024) | Leadership theory | Project team to work under virtual conditions | Discussed the need for VT leaders to build a high-trust environment to enhance higher performance |
| The role VT plays in the current rate of software project success level in software project management in ICT companies in India | Pandey et al. (2024) | Project management principles and frameworks | How communication in VTs helps to achieve success | Discussed how VT characteristics such as team dynamics, diversity, and technical augmentation impact software project outcomes |
| To address deficiencies in the definition and theoretical integration of team virtuality | Zheng et al. (2024) | Resources conservation-based model of the effects of team virtuality | How it influences individual and team performance | Discussed the positive influence of team virtuality on individual and team performance through the mechanisms: resources and information and motivation and also the negative effect through cognition, emotion and relationship, media and technology |
| To investigate the possible impact of two suggested combinations of Hofstede’s (1980) cultural variables on the formation of early trust in VT, including the effects of referral sources | Gardner, et al. (2024) | Cognitive-based trust/ early trust models. | To advance the early trust in VT among university students | The transference-based trust impacts positively on early trust development |
| Investigate the relationship between virtual team efficacy and VT effectiveness | Hardin et al. (2023) | Social cognitive theory | Enhances work efficiency through collective belief and ability to work together | Virtual team efficacy is significant to VT success |
| To examine how management control transitioned from face-to-face to VT meetings | Noto et al. (2023) | Holistic perspective of control | Enhances communication to achieve the goals of the organization | Managers must adapt to the diminished ability to utilize cultural controls effectively |
| How nascent technology initiatives affect both individuals and the organization as a whole | Turner et al. (2019) | Adaptive structuration theory (AST) | How new technology should help in increasing productivity | AST offers fresh perspectives on the interactions occurring during change initiatives |
| The extension of information sharing at both the individual and team levels (i.e. communication network structure) is linked to increased perceived task cohesion and improved team performance | McLaren and Spink (2020) | Social network analysis (SNA) | VT is used for information exchange at individual and team levels | The relationship between information exchange, task cohesion, and team performance aligns with previous theories |
| It examines how human factors, team environments, and technological characteristics influence the performance of global virtual teams (GVT) within the Malaysian global business services (GBS) sector | Wei et al. (2018) | Adaptive structuration theory(AST)/ input-process-outputs (IPO) model | VT is used for open innovation practice | Team dynamics such as cohesion, confidence, and the knowledge, skills, and abilities of team members had varying effects on human factors like trust and creativity |
| To address the gap in VT real-world experiences related to high-performance work processes | Bruyn (2017) | The task-media-fit theory | VT experiences are important within the organizational performance | Reveals a value-driven approach to addressing cybercrime, supported by a predefined architecture, significantly enhances the practice of VT expertise |
| How variations in individual characteristics impact how leaders are perceived in a virtual setting | Charlier et al. (2016) | Adaptive structuration theory | Essential for communication among leaders in an organization | The study reveals a significant association between communication apprehension and text-based communication ability |
| Advancing a theory that will identify determinants of VT success and connect them with their performances | Naik and Kim (2010) | EAST model | Work place flexibility and responsiveness | The study proposed a theory that aims to offer a comprehensive perspective on VT success |
| How team leaders in remote, computer-mediated (“virtual”) teams perceive the necessity for technology adaption intervention | Thomas and Bostrom (2010) | Adaptive structuration theory. | VT is used for efficient and essential communication among team members | The study has highlighted the significance of having appropriate communication tools in place from the beginning |
| Assess how managerial controls influence the effectiveness of VT | Piccoli et al. (2004) | Team control structure to work processes. | Communication among team members | It reveals that members of self-managed VT experience greater personal satisfaction with the team and project |
| How a virtual inter-organizational team is assigned to develop a highly innovative product over a span of 10 months | Majchrzak, et al. (2000) | Structuration Theory. | VT essential inter-organizational connection | The study revealed that the team initially faced substantial discrepancies between the established organizational environment, group dynamics, and technological frameworks |
| Analyze the underlying frameworks present in both technological tools and the work settings | DeSanctis and Poole (1994) | Adaptive structuration theory (AST). | Digital tools used in multiparty participation | AST is suggested as an effective framework for analyzing the impact of advanced information technologies on organizational change |
| Research focus | Authors | Theories/models/framework | Role of VT in the organization | Results |
|---|---|---|---|---|
| The significance of intercultural communicative competence in VT and Face-to-Face Teamwork | _ | Enhance intercultural communicative competence (ICC) | ICC was found to be crucial in VT | |
| The experiences of VT leaders during the COVID-19 | Virtual leadership experience | Discussed several challenges leaders face in implementing HoL | ||
| Leadership strategy employed by project managers in building leadership trust | Project team to work under virtual conditions | Discussed the need for VT leaders to build a high-trust environment to enhance higher performance | ||
| The role VT plays in the current rate of software project success level in software project management in ICT companies in India | How communication in VTs helps to achieve success | Discussed how VT characteristics such as team dynamics, diversity, and technical augmentation impact software project outcomes | ||
| To address deficiencies in the definition and theoretical integration of team virtuality | How it influences individual and team performance | Discussed the positive influence of team virtuality on individual and team performance through the mechanisms: resources and information and motivation and also the negative effect through cognition, emotion and relationship, media and technology | ||
| To investigate the possible impact of two suggested combinations of Hofstede’s (1980) cultural variables on the formation of early trust in VT, including the effects of referral sources | To advance the early trust in VT among university students | The transference-based trust impacts positively on early trust development | ||
| Investigate the relationship between virtual team efficacy and VT effectiveness | Enhances work efficiency through collective belief and ability to work together | Virtual team efficacy is significant to VT success | ||
| To examine how management control transitioned from face-to-face to VT meetings | Enhances communication to achieve the goals of the organization | Managers must adapt to the diminished ability to utilize cultural controls effectively | ||
| How nascent technology initiatives affect both individuals and the organization as a whole | How new technology should help in increasing productivity | AST offers fresh perspectives on the interactions occurring during change initiatives | ||
| The extension of information sharing at both the individual and team levels (i.e. communication network structure) is linked to increased perceived task cohesion and improved team performance | VT is used for information exchange at individual and team levels | The relationship between information exchange, task cohesion, and team performance aligns with previous theories | ||
| It examines how human factors, team environments, and technological characteristics influence the performance of global virtual teams (GVT) within the Malaysian global business services (GBS) sector | VT is used for open innovation practice | Team dynamics such as cohesion, confidence, and the knowledge, skills, and abilities of team members had varying effects on human factors like trust and creativity | ||
| To address the gap in VT real-world experiences related to high-performance work processes | VT experiences are important within the organizational performance | Reveals a value-driven approach to addressing cybercrime, supported by a predefined architecture, significantly enhances the practice of VT expertise | ||
| How variations in individual characteristics impact how leaders are perceived in a virtual setting | Essential for communication among leaders in an organization | The study reveals a significant association between communication apprehension and text-based communication ability | ||
| Advancing a theory that will identify determinants of VT success and connect them with their performances | Work place flexibility and responsiveness | The study proposed a theory that aims to offer a comprehensive perspective on VT success | ||
| How team leaders in remote, computer-mediated (“virtual”) teams perceive the necessity for technology adaption intervention | VT is used for efficient and essential communication among team members | The study has highlighted the significance of having appropriate communication tools in place from the beginning | ||
| Assess how managerial controls influence the effectiveness of VT | Communication among team members | It reveals that members of self-managed VT experience greater personal satisfaction with the team and project | ||
| How a virtual inter-organizational team is assigned to develop a highly innovative product over a span of 10 months | VT essential inter-organizational connection | The study revealed that the team initially faced substantial discrepancies between the established organizational environment, group dynamics, and technological frameworks | ||
| Analyze the underlying frameworks present in both technological tools and the work settings | Digital tools used in multiparty participation | AST is suggested as an effective framework for analyzing the impact of advanced information technologies on organizational change |
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