Gender differences in virtual collaboration effectiveness in hybrid teams

Abstract

The growing popularity of hybrid work has fueled the growth of teams with substantial reliance on virtual communication (i.e., interactions using computer-mediated communication rather than in person). Across two studies with self-managing hybrid teams, we apply a social role theory perspective to show women's tendency to be more effective virtual collaborators than men. We also find that a team member's virtual teamwork situational judgment—knowledge about formulating effective responses to virtual collaboration demands—mediates this effect. Our findings highlight the importance of a gender perspective in understanding virtual collaboration dynamics to promote successful teamwork in the increasingly digital workplace.