With the increasing prevalence of virtual team environments, it is becoming vital to understand the processes for development and maintenance of effective virtual teams. This qualitative case study examined what virtual team members perceived influenced the effectiveness of their teams. The purpose of the study was to gain insight into the perceptions of virtual team members related to the effective and ineffective processes for the development, management, and maintenance of their teams. The sources of data were organizational remote employee documents, remote employee engagement survey results, and an interview protocol developed by researcher. The study focused on the perceptions of virtual team members to aspects that influenced the effectiveness of their teams. Aspects such social processes, team characteristics, communication tools, collaboration tools, and organizational processes were investigated. The sample size consisted of 22 virtual (remote) team members from the same organization who worked as remote employees for at least one year. The 22 participants were interviewed via Adobe Connect as well as a telephone for the teleconference part of the interview. The interviews were conducted to gain insight related to their perceptions associated with their experiences as virtual (remote) team members. The interviews were transcribed, coded, and used for thematic analysis. It was discovered that all of the participants perceived that the organization supported their success as remote employees and all positively responded when asked how they liked being a virtual (remote) team employee. Their perceptions of the advantages and disadvantages of being virtual (remote) employees are discussed. Implications from the study as well as recommendations and suggestions for future research are included.
|Adviser||Phillip M. Randall|
|Subjects||Management; Occupational psychology; Organization theory; Organizational behavior|
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