Teams: virtualness and media choice

Describes a research framework defining “virtualness” based on work cycle synchronicity and differences in member location and culture. This framework is extended into a research model investigating relationships between work team virtualness and communication. Various facets of communication are examined, including media choice and communication effectiveness. A discussion of an on-going exploratory study within a single organization is presented. Case descriptions, survey data and communication logs are used to better understand the relationships between teams which vary as to their degree of virtualness and communication. The findings suggest significant differences between teams varying in their degree of virtualness with respect to media choice preferences, perceptions of task/media fit, social context factors and team effectiveness. Within our sample, teams with increased degrees of virtualness are associated with less trust, cooperation and conflict management problems