Understanding the positive and negative effects of team virtuality: A theoretical review and research agenda

IF 8.2 1区 管理学 Q1 MANAGEMENT Human Resource Management Review Pub Date : 2024-01-30 DOI:10.1016/j.hrmr.2024.101013
Shi Zheng , Ming Yan , Yongyi Liang , Yuanyi Chen , Qi Wei , Shengwen Li
{"title":"Understanding the positive and negative effects of team virtuality: A theoretical review and research agenda","authors":"Shi Zheng ,&nbsp;Ming Yan ,&nbsp;Yongyi Liang ,&nbsp;Yuanyi Chen ,&nbsp;Qi Wei ,&nbsp;Shengwen Li","doi":"10.1016/j.hrmr.2024.101013","DOIUrl":null,"url":null,"abstract":"<div><p>Working in virtual teams is increasingly common, and the notion of team virtuality has received considerable academic attention. However, the definitions of team virtuality lack coherence, its theoretical integration is inadequate, and its effects on individual and team performance are not fully understood. To address these gaps, we systematically review the characteristics of team virtuality and its positive and negative effects based on various theoretical perspectives. Through this review, we find that no consensus is reached on the definition of team virtuality, and its dimensions are not fully identified. Moreover, we find that team virtuality positively influences individual and team performance through two mechanisms: resource and information, and motivation and ability. However, it also exerts negative effects through three mechanisms: cognition, emotion and relationship, and technology and media. Based on these findings, we propose several potential directions for future research: (1) integrate four characteristics of team virtuality by redefining its concept and dimensions based on process virtualization theory, (2) integrate the positive and negative effects of team virtuality using a resources conservation-based model, in which team virtuality positively and negatively affects individual and team performance through personal resource gain and personal resource loss, respectively, (3) integrate the different effects of team virtuality by exploring boundary conditions, and (4) integrate the dual effects by investigating the curvilinear relationship between team virtuality and its outcomes.</p></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":null,"pages":null},"PeriodicalIF":8.2000,"publicationDate":"2024-01-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Human Resource Management Review","FirstCategoryId":"91","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S1053482224000032","RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 0

Abstract

Working in virtual teams is increasingly common, and the notion of team virtuality has received considerable academic attention. However, the definitions of team virtuality lack coherence, its theoretical integration is inadequate, and its effects on individual and team performance are not fully understood. To address these gaps, we systematically review the characteristics of team virtuality and its positive and negative effects based on various theoretical perspectives. Through this review, we find that no consensus is reached on the definition of team virtuality, and its dimensions are not fully identified. Moreover, we find that team virtuality positively influences individual and team performance through two mechanisms: resource and information, and motivation and ability. However, it also exerts negative effects through three mechanisms: cognition, emotion and relationship, and technology and media. Based on these findings, we propose several potential directions for future research: (1) integrate four characteristics of team virtuality by redefining its concept and dimensions based on process virtualization theory, (2) integrate the positive and negative effects of team virtuality using a resources conservation-based model, in which team virtuality positively and negatively affects individual and team performance through personal resource gain and personal resource loss, respectively, (3) integrate the different effects of team virtuality by exploring boundary conditions, and (4) integrate the dual effects by investigating the curvilinear relationship between team virtuality and its outcomes.

查看原文
分享 分享
微信好友 朋友圈 QQ好友 复制链接
本刊更多论文
了解团队虚拟性的积极和消极影响:理论回顾与研究议程
在虚拟团队中工作越来越普遍,团队虚拟性的概念也受到了学术界的广泛关注。然而,团队虚拟性的定义缺乏连贯性,其理论整合不足,对个人和团队绩效的影响也未得到充分理解。为了弥补这些不足,我们基于不同的理论视角,系统地回顾了团队虚拟性的特征及其积极和消极影响。通过回顾,我们发现对团队良性的定义尚未达成共识,其维度也未完全确定。此外,我们还发现团队虚拟性通过两种机制对个人和团队绩效产生积极影响:资源和信息以及动机和能力。然而,它也会通过认知、情感和关系以及技术和媒体这三种机制产生负面影响。基于这些发现,我们提出了未来研究的几个潜在方向:(1) 基于流程虚拟化理论重新定义团队虚拟性的概念和维度,整合团队虚拟性的四个特征;(2) 使用基于资源保护的模型整合团队虚拟性的积极和消极影响,其中团队虚拟性分别通过个人资源增益和个人资源损失对个人和团队绩效产生积极和消极影响;(3) 通过探索边界条件整合团队虚拟性的不同影响;(4) 通过研究团队虚拟性与其结果之间的曲线关系整合双重影响。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
求助全文
约1分钟内获得全文 去求助
来源期刊
CiteScore
20.20
自引率
7.00%
发文量
0
审稿时长
48 days
期刊介绍: The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.
期刊最新文献
Editorial Board A meta-analysis of team reflexivity: Antecedents, outcomes, and boundary conditions Facilitating newcomer motivation through internalization: A self-determination theory perspective on newcomer socialization Event-driven changes in person-organization fit: A conceptual integration and research agenda The indirect relationship between employee job performance and voluntary turnover: A meta-analysis
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
现在去查看 取消
×
提示
确定
0
微信
客服QQ
Book学术公众号 扫码关注我们
反馈
×
意见反馈
请填写您的意见或建议
请填写您的手机或邮箱
已复制链接
已复制链接
快去分享给好友吧!
我知道了
×
扫码分享
扫码分享
Book学术官方微信
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术
文献互助 智能选刊 最新文献 互助须知 联系我们:info@booksci.cn
Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。
Copyright © 2023 Book学术 All rights reserved.
ghs 京公网安备 11010802042870号 京ICP备2023020795号-1