Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

A pathway to virtual team performance in the New Normal paradigm

A pathway to virtual team performance in the New Normal paradigm In the postpandemic era, organizations have planned a combination of on-site and virtual work to portray the “New Normal”. The authors aim to analyze the effect of virtual team (VT)-building strategies on virtual team performance and HR performance in the “New Normal” context. This study aims to explore the drivers and barriers to VT performance and its contribution to HR performance.Design/methodology/approachThe study utilized the grounded theory approach. Semistructured interviews with 114 VT leaders of national and multinational companies in India were conducted and NVivo 8.0 software was used to analyze data.FindingsVT-building strategies contribute to VT collaboration and subsequently to VT performance. It was found that VT-building strategies catalyze VT collaboration which is impacted by the drivers and barriers of VTs, affecting VT performance and HR performance.Practical implicationsThe primary contribution of this work is the development of a framework that delivers important insights to VT leaders, talent managers, HR professionals and academicians.Originality/valueThis study uniquely examines the VT-building strategies and VT performance through the “New Normal” paradigm lens. This study proposes a conceptual model for VT performance and HR performance. It also provides the team-building strategies, drivers and barriers for VT performance. This work offers the roadmap to achieve VT performance and HR performance. This research also contributes to the human resource management literature by discussing the VT performance and HR performance in the “New Normal” paradigm. It provides insights to VT leaders, talent managers, HR professionals and academicians. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Effectiveness: People and Performance Emerald Publishing

A pathway to virtual team performance in the New Normal paradigm

Download PDF
23 pages

Loading next page...
 
/lp/emerald-publishing/a-pathway-to-virtual-team-performance-in-the-new-normal-paradigm-6UKJ8nFzTj
Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2051-6614
DOI
10.1108/joepp-11-2020-0218
Publisher site
See Article on Publisher Site

Abstract

In the postpandemic era, organizations have planned a combination of on-site and virtual work to portray the “New Normal”. The authors aim to analyze the effect of virtual team (VT)-building strategies on virtual team performance and HR performance in the “New Normal” context. This study aims to explore the drivers and barriers to VT performance and its contribution to HR performance.Design/methodology/approachThe study utilized the grounded theory approach. Semistructured interviews with 114 VT leaders of national and multinational companies in India were conducted and NVivo 8.0 software was used to analyze data.FindingsVT-building strategies contribute to VT collaboration and subsequently to VT performance. It was found that VT-building strategies catalyze VT collaboration which is impacted by the drivers and barriers of VTs, affecting VT performance and HR performance.Practical implicationsThe primary contribution of this work is the development of a framework that delivers important insights to VT leaders, talent managers, HR professionals and academicians.Originality/valueThis study uniquely examines the VT-building strategies and VT performance through the “New Normal” paradigm lens. This study proposes a conceptual model for VT performance and HR performance. It also provides the team-building strategies, drivers and barriers for VT performance. This work offers the roadmap to achieve VT performance and HR performance. This research also contributes to the human resource management literature by discussing the VT performance and HR performance in the “New Normal” paradigm. It provides insights to VT leaders, talent managers, HR professionals and academicians.

Journal

Journal of Organizational Effectiveness: People and Performance – Emerald Publishing

Published: Sep 22, 2022

Keywords: Virtual teams; Strategy; Team collaboration; New Normal; Virtual team performance; HR performance

References

  • The factors behind working in virtual community
    Acharya, A.
  • Next-generation operating models for the next normal
    Alatovic, T.; Kulagin, V.; Radchenko, A.; Savitski, S.; Wedrychowicz, S.
  • Virtual team effectiveness: the role of knowledge sharing and trust
    Alsharo, M.; Gregg, D.; Ramirez, R.
  • Exploring the critical success factors of virtual-agile IT projects: a grounded theory study
    Amar, H.
  • Remote working: how to ensure it works for our advantage
    Atal, S.
  • Information management research and practice in the post-COVID-19 world
    Barnes, S.J.
  • All for one, one for all: coopetition and virtual team performance
    Baruch, Y.; Lin, C.P.
  • A blueprint for remote working: lessons from China
    Bick, R.; Chang, M.; Wang, K.W.; Yu, T.
  • HRD research and practice after ‘The Great COVID-19 Pause’: the time is now for bold, critical, research
    Bierema, L.L.
  • Team collaboration in virtual worlds: editorial to the special issue
    Boughzala, I.
  • Leading virtual teams: best practice insights
    Bourke, J.
  • The role of trust climate in virtual teams
    Brahm, T.; Kunze, F.
  • Rethinking education in the new normal post-COVID-19 era: a curriculum studies perspective
    Cahapay, M.B.
  • International HRM insights for navigating the COVID-19 pandemic: implications for future research and practice
    Caligiuri, P.; De Cieri, H.; Minbaeva, D.; Verbeke, A.; Zimmermann, A.
  • Normalising the ‘new normal’: changing tech-driven work practices under pandemic time pressure
    Carroll, N.; Conboy, K.
  • Work-from-home — India Inc's ‘new normal’?
    Chakraborty, A.; Saroha, A.
  • Coronavirus and worklife: tips to make working from home easy
    Chakravarty, D.
  • The pursuit of quality in grounded theory
    Charmaz, K.; Thornberg, R.
  • The effect of team characteristics and communication environment to the virtual team performance
    Chi, S.P.; Chang, Y.Y.; Tsou, C.M.
  • The mechanism of trust affecting collaboration in virtual teams and the moderating roles of the culture of autonomy and task complexity
    Choi, O.K.; Cho, E.
  • Social capital in the creation of human capital
    Coleman, J.
  • Strategic human resource management and COVID-19: emerging challenges and research opportunities
    Collings, D.G.; McMackin, J.; Nyberg, A.J.; Wright, P.M.
  • Revisiting agile teams after an abrupt shift to remote
    Comella-Dorda, S.; Garg, L.; Thareja, S.; Vasquez-McCall, B.
  • Effects of team emotional authenticity on virtual team performance
    Connelly, C.E.; Turel, O.
  • Grounded theory research: procedures, canons, and evaluative criteria
    Corbin, J.M.; Strauss, A.
  • Overcoming impediments to virtual team effectiveness John
    Cordery, J.L.; Soo, C.
  • Organizational information requirements, media richness, and structural design
    Daft, R.L.; Lengel, R.H.
  • Ready, set, go: reinventing the organization for speed in the post-COVID-19 era
    De Smet, A.; Pacthod, D.; Relyea, C.; Sternfels, B.
  • How to keep your team motivated, remotely
    Doshi, N.; McGregor, L.
  • The new normal: virtual workforce
    Dutta, A.; Gupta, P.
  • The new normal isn't remote work. It's better
    Farrer, L.
  • Are your remote workers staying productive?
    Farrer, L.
  • Getting virtual teams right
    Ferrazzi, K.
  • Perception of virtual team's performance: a multinational exercise
    Ferreira, P.G.S.; De Lima, E.P; Da Costa, S.E.G.
  • DD: a grounded theory of emergent leadership in nonhierarchical virtual teams
    Fleming, R.D.
  • Leadership in the remote, freelance, and virtual workforce era
    Flood, F.
  • Strategies for building effective virtual teams: trust is key
    Ford, R.C.; Piccolo, R.F.; Ford, L.R.
  • Factors affecting the performance of knowledge collaboration in virtual team based on capital appreciation
    Gao, S.; Guo, Y.; Chen, J.; Li, L.
  • Grounded theory: the discovery of grounded theory
    Glaser, B.; Strauss, A.
  • Coding interview responses
    Gorden, R.
  • Virtual team experiences in an emerging economy: a qualitative study
    Gupta, S.; Pathak, G.S.
  • Leadership role effectiveness as a mediator of team performance in new product development virtual teams
    Han, S.J.; Kim, M.; Beyerlein, M.; DeRosa, D.
  • Beyond covid-19: research insights into a new world of work
    Harnett, C.; Kieran, S.
  • The evolving nature of hotel HR performance measurement systems and challenges arising: an exploratory study
    Herington, C.; McPhail, R.; Guilding, C.
  • Leading virtual teams: hierarchical leadership, structural supports, and shared team leadership
    Hoch, J.E.; Kozlowski, S.W.J.
  • Teams in organizations: from input-process-output models to IMOI models
    Ilgen, D.R.; Hollenbeck, J.R.; Johnson, M.; Jundt, D.
  • Teams in organizations: from input-process-output models to IMOI models
    Ilgen, D.R.; Hollenbeck, J.R.; Johnson, M.; Jundt, D.
  • Unexpected and habit driven: perspectives of working from home during the Covid-19 pandemic
    Irawanto, D.W.
  • Our guidebook to boost your virtual team productivity
    Iyer, U.
  • The space between – linking trust with individual and team performance in virtual teams
    Jaakson, K.; Reino, A.; McClenaghan, P.B.
  • Toward contextualized theories of trust: the role of trust in global virtual teams
    Jarvenpaa, S.L.; Shaw, T.R.; Staples, D.S.
  • Framework of on-board team effectiveness: a qualitative study of shipping industry
    Jha, S.K.
  • Modeling team performance and its determinants in high-tech industries: future trends of virtual teaming
    Joe, S.W.; Tsai, Y.H.; Lin, C.P.; Liu, W.T.
  • Leading virtual teams: how do social, cognitive, and behavioral capabilities matter?
    Jos Akkermans, A.H.D.L.
  • Post-COVID, 75% of 4.5 lakh TCS employees to permanently work from home by '25; from 20%
    Khetarpal, S.
  • Does team building work?
    Klein, C.; DiazGranados, D.; Salas, E.; Le, H.; Burke, C.S.; Lyons, R.; Goodwin, G.F.
  • Adapting workplace learning in the time of coronavirus
    Kshirsagar, A.; Mansour, T.; McNally, L.; Metakis, M.
  • Changes in workplace practices during the COVID-19 pandemic: the roles of emotion, psychological safety and organisation support
    Lee, H.
  • Leadership in virtual teams: a multilevel perspective
    Liao, C.
  • IT-enabled awareness and self-directed leadership behaviors in virtual teams
    Lim, J.A.Y.K.
  • A model to develop effective virtual teams
    Lin, C.; Standing, C.; Liu, Y.C.
  • A profile of high-performing global virtual teams
    Lippert, H.; Dulewicz, V.
  • Analysis of competencies for effective virtual team leadership in building successful organisations
    Maduka, N.S.; Edwards, H.; Greenwood, D.; Osborne, A.; Babatunde, S.O.
  • Does sample size matter in qualitative research?: a review of qualitative interviews in is research
    Marshall, B.; Cardon, P.; Poddar, A.; Fontenot, R.
  • Virtual teams: what do we know and where do we go from here?
    Martins, L.L.; Gilson, L.L.; Maynard, M.T.
  • Swift trust and temporary groups
    Meyerson, D.; Weick, K.E.; Kramer, R.M.
  • Remote Supervision in Primary Care during the Covid-19 Pandemic - the ‘new normal’?
    Miller, L.
  • Blue skies and black boxes: the promise (and practice) of grounded theory in human resource management research
    Murphy, C.; Klotz, A.C.; Kreiner, G.E.
  • Emotional intelligence and transformational leadership in virtual teams: lessons from MMOGs
    Mysirlaki, S.; Paraskeva, F.
  • Five steps to leading your team in the virtual COVID-19 workplace
    Newman, S.A.; Ford, R.C.
  • Working smarter and greener: collaborative knowledge sharing in virtual global project teams
    Olaisen, J.; Revang, O.
  • Managing processes for virtual teams – a BPM approach
    Olariu, C.; Aldea, C.C.
  • Effective knowledge management boosts virtual teams: when the relevant ICT is in place, it's over to hr managers to make them work
    Pathak, A.A.
  • Global virtual team performance: the effect of coordination effectiveness, trust, and team cohesion
    Paul, R.; Drake, J.R.; Liang, H.
  • Leadership in a global virtual team: an action learning approach
    Pauleen, D.J.
  • The effects of virtuality level on task-related collaborative behaviors: the mediating role of team trust
    Peñarroja, V.; Orengo, V.; Zornoza, A.; Hernández, A.
  • Perceiving the community norms of alcohol use among students: some research implications for campus alcohol education programming
    Perkins, H.W.; Berkowitz, A.D.
  • Identifying antecedents of virtual team collaboration
    Peters, L.M.; Manz, C.C.
  • Measure what matters: descriptive and predictive metrics of HRM-pathway toward organizational performance
    Pillai, R.; Sivathanu, B.
  • Dispersion beyond miles: configuration and performance in virtual teams
    Prasad, A.; DeRosa, D.; Beyerlein, M.
  • Virtual team performance in a highly competitive environment
    Rene, A.; Utpal, D.; Calin, G.
  • Remote working: the new normal?
    Rue, C.
  • Managing the global virtual workforce: reducing the liability of foreignness
    Sánchez, C.; Arndt, R.
  • Rorting and justifying the number of interview participants in organization and workplace research
    Saunders, M.N.K.; Townsend, K.
  • When does virtuality help or hinder teams? Core team characteristics as contingency factors
    Schaubroeck, J.M.; Yu, A.
  • Leadership style effect on virtual team efficiency: trust, operational cohesion and media richness roles
    Sedrine, S.B.; Bouderbala, A.; Nasraoui, H.
  • Work and non-work identities in global virtual teams: role of cultural intelligence in employee engagement
    Shaik, F.F.; Makhecha, U.P.; Gouda, S.K.
  • Smart HR 4.0 – how industry 4.0 is disrupting HR
    Sivathanu, B.; Pillai, R.
  • From thinking about the next normal to making it work: what to stop, start, and accelerate
    Sneader, K.; Singhal, S.
  • Analyzing factors that affect performance of global virtual teams
    Sridhar, V.; Paul, R.
  • Grounded theory methodology
    Strauss, A.; Corbin, J.
  • Virtual teams: work/life challenges - keeping remote employees
    Sundin, K.
  • Factors influencing virtual team performance in Malaysia
    Tan, C.K.; Ramayah, T.; Teoh, A.P.; Cheah, J.H.
  • An affordance perspective of team collaboration and enforced working from home during COVID-19
    Waizenegger, L.; McKenna, B.; Cai, W.; Bendz, T.
  • Team-building and management in a brave new virtual world
    Witman, K.
  • The impact of HR practices on the performance of business units
    Wright, P.M.; Gardner, T.M.; Moynihan, L.M.
  • The relationship between HR practices and firm performance: examining causal order
    Wright, P.M.; Gardner, T.M.; Moynihan, L.M.; Allen, M.R.
  • The effects of role variety and ability disparity on virtual group performance
    Zheng, S.; Zeng, X.; Zhang, C.
  • The comprehension of performance measurement indicators by virtual teams
    Gustavo, P.; Ferreira, S.
  • Building trust and collaboration in a virtual team
    Holton, J.A.
  • Working separately but together: appraising virtual project team challenges
    Hunsaker, P.L.