Challenges and barriers in virtual teams: a literature review

In the paper

“Despite this recommendation, the awareness approach is still a commonly explored area [7,134], indicating disagreement within the community that has yet to be resolved, presenting a research opportunity.”

What the sources say

• Supported

  The Conclusions describe the authors’ own awareness-support framework and its empirical evaluation, while Related work (section 6) discusses several other awareness approaches. Together, these support the citation’s use as an example of awareness remaining an active research area. The unresolved-disagreement interpretation is the citing authors’ inference, not a finding attributed specifically to this paper. (LLM, conf=0.86)

  cites [7] Ardissono L, Bosio G (2012) Context-dependent awareness support in open collaboration environments. UMUAI 22(3):223–254 source
• ?Not checked — no full text of the sourcecites [134] Kimmerle J, Cress U (2007) Group awareness and self-presentation in the information-exchange dilemma: an interactional approach. In: Proceedings of CSCL’07. International Society of the Learning Sciences, New York, pp 370–378 source

In the paper

“This allows organizations to optimize teams by using only the best talent available [63,136].”

What the sources say

• Not checked yetcites [63] Duarte DL, Snyder NT (2006) Mastering virtual teams: strategies, tools, and techniques that succeed. Wiley, Berlin
• Partly supported

  The paper’s opening discussion describes virtual teams as bringing together employees with unique skills across distant locations, which supports the idea that organizations can draw on geographically dispersed talent. It does not say organizations use only the best available talent or that doing so optimizes teams. (LLM, conf=0.82)

  cites [136] Kirkman BL, Rosen B, Tesluk PE, Gibson CB (2004) The impact of team empowerment on virtual team performance: the moderating role of face-to-face interaction. Acad Manag J 47(2):175–192 sourceExperimental — accuracy not yet measured

In the paper

“Moreover, awareness is a mandatory requirement for coordinating group activities, independent of the domain [62].”

What the sources say

• Supported

  The “Awareness information” section explicitly says awareness information is always required to coordinate group activities, whatever the task domain. This directly supports the citing sentence’s claim. (LLM, conf=0.95)

  cites [62] Dourish P, Bellotti V (1992) Awareness and coordination in shared workspaces. In: Proceedings of CSCW’92. ACM, New York, pp 107–114 source

In the paper

“Frequent face-to-face interactions enable collaboration in virtual teams [54] and is credited with the ability to dramatically boost the strength of work and social ties within the team [133], which promotes a worker's sense of belonging to the team and awareness of group activities [2], as well as boosting mutual trust and understanding, which is critical for preventing conflicts [8].”

What the sources say

• Supported

  The citation to this source, [54], supports the first clause about face-to-face interaction enabling collaboration in virtual teams. The supplied passages describe geographically dispersed members who interact virtually and identify frequent face-to-face interactions as a collaboration enabler; they also call funding for such meetings crucial (passages 3, 8 and 1; page numbers unavailable). The later claims about ties, belonging and conflict have separate citations. (LLM, conf=0.91)

  cites [54] Cundill G, Harvey B, Tebboth M, Cochrane L, Currie-Alder B, Vincent K, Lawn J, Nicholls RJ, Scodanibbio L, Prakash A et al (2019) Large-scale transdisciplinary collaboration for adaptation research: challenges and insights. Glob Chall 3(4):1700132 source
• ?Not checked — no full text of the sourcecites [133] Kiesler S, Cummings JN (2002) What do we know about proximity and distance in work groups? A legacy of research. In: Distributed work, vol 1. MIT Press, Cambridge, pp 57–80 source
• ?Not checked — no full text of the sourcecites [2] Ågerfalk PJ, Fitzgerald B, Holmstrom Olsson H, Lings B, Lundell B, Ó Conchúir E (2005) A framework for considering opportunities and threats in distributed software development. In: Proceedings of the of DiSD’05. Austrian Computer Society, pp 47–61 source

In the paper

“For example, asynchronous technology (e.g., text-based tools) provide provide the ability to take one's time when asking a question or crafting a response [144,261], which leads to efficient, focused conversations [77,144] that can be quicker than other forms of communication.”

What the sources say

• ?Not checked — no full text of the sourcecites [144] Kraut RE, Fussell SR, Brennan SE, Siege J (2002) Understanding effects of proximity on collaboration: implications for technologies to support remote collaborative work. In: Hinds P, Kiesler S (eds) Distributed work. MIT Press, Cambridge, pp 137–162 source
• Partly supported

  In “Communication: Face-to-face and Email,” the paper says asynchronous email gives users time to compose messages. The Conclusion suggests that answering questions without an immediate response can help scientific teams avoid the coordination costs of synchronous communication. It does not establish that taking time to compose messages leads to focused conversations or that those conversations are quicker than other forms of communication. (LLM, conf=0.85)

  cites [261] Walsh JP, Maloney NG (2007) Collaboration structure, communication media, and problems in scientific work teams. J Comput Mediat Commun 12(2):712–732 sourceExperimental — accuracy not yet measured
• Not checked yetcites [77] Finholt T, Sproull L, Kiesler S (1990) Communication and performance in ad hoc task groups. In: Galegher J, Kraut RE (eds) Intellectual teamwork: social and technological foundations of cooperative work. Psychology Press, New York, pp 291–325

In the paper

“This symbolic meaning is defined by the teams sense of shared identity and their use of communication media, which is primarily synchronous [189].”

What the sources say

• Supported

  The Abstract states that the symbolic meaning of proximity is defined by people's sense of shared identity and their use of mostly synchronous communication media. This directly supports the paraphrase. (LLM, conf=0.95)

  cites [189] O’Leary MB, Wilson JM, Metiu A (2012) Beyond being there: the symbolic role of communication and identification in the emergence of perceived proximity in geographically dispersed work. ESSEC working paper 1112 source

In the paper

“These perceptions of proximity have both an affective and a cognitive component [189].”

What the sources say

• Supported

  The HYPOTHESES section explicitly states that perceptions of proximity have both cognitive and affective components and explains each. The Perceived Proximity section also describes measuring both dimensions. (LLM, conf=0.95)

  cites [189] O’Leary MB, Wilson JM, Metiu A (2012) Beyond being there: the symbolic role of communication and identification in the emergence of perceived proximity in geographically dispersed work. ESSEC working paper 1112 source

In the paper

“It is known that geographically distributed collaborations are more socioculturally diverse than co-located ones [179] because distance typically increases demographic heterogeneity (especially racial or ethnic heterogeneity) [107].”

What the sources say

• ?Not checked — no full text of the sourcecites [179] Mortensen M, Hinds PJ (2001) Conflict and shared identity in geographically distributed teams. Int J Confl Manag 12(3):212–238 source
• Supported

  The Homogeneity section (p. 4) says distance is likely to increase demographic heterogeneity, particularly ethnic or racial heterogeneity. It also reports that distributed teams in a comparison were somewhat more culturally diverse than collocated teams. The source supports the distance-and-heterogeneity point attributed to it by [107]. (LLM, conf=0.90)

  cites [107] Hinds PJ, Bailey DE (2003) Out of sight, out of sync: understanding conflict in distributed teams. Organ Sci 14(6):615–632 source

In the paper

“Furthermore, in accordance with similarity/attraction theory, team members attribute positive traits to team members that they believe are similar to themselves and prefer to interact with them [216,255].”

What the sources say

• Partly supported

  The “Swift trust” section says that people ascribe positive attributes to in-group members and are more likely to trust teammates they believe are similar to themselves. It does not say they prefer to interact with those teammates; its discussion concerns trust, not interaction preference. No page number is available in our copy. (LLM, conf=0.86)

  cites [216] Robert LP, Denis AR, Hung YTC (2009) Individual swift trust and knowledge-based trust in face-to-face and virtual team members. J Manag Inf Syst 26(2):241–279 sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [255] Umphress EE, Smith-Crowe K, Brief AP, Dietz J, Watkins MB (2007) When birds of a feather flock together and when they do not: status composition, social dominance orientation, and organizational attractiveness. J Appl Psychol 92(2):396 source

In the paper

“The success of a virtual team can hinge on factors such as differences in understanding with regards to processes and knowledge, institutional bureaucracy, status differences between team members, unworkable expectations reagarding shared goals and products, and conflicting or competing institutional priorities [54].”

What the sources say

• Supported

  The paper’s table of constraints lists conflicts over research process and valid knowledge, bureaucratic barriers, perceived status differences, unrealistic expectations about shared goals and products, and competing organizational priorities. It also says consortium members are geographically dispersed and often interact virtually, connecting these collaboration barriers to virtual teams. (LLM, conf=0.90)

  cites [54] Cundill G, Harvey B, Tebboth M, Cochrane L, Currie-Alder B, Vincent K, Lawn J, Nicholls RJ, Scodanibbio L, Prakash A et al (2019) Large-scale transdisciplinary collaboration for adaptation research: challenges and insights. Glob Chall 3(4):1700132 source

In the paper

“Competitive funding models may affect willingness to collaborate and disincentivize team members to share skills, knowledge, and unpublished data [247].”

What the sources say

• Partly supported

  The Introduction’s “Data Sharing/Withholding Practices” section says increased scientific competitiveness may contribute to withholding data, and that researchers are less willing to share data before publication. It does not link this to competitive funding models or address team members’ willingness to collaborate or share skills and knowledge; the copy provides no page number for these passages. (LLM, conf=0.82)

  cites [247] Tenopir C, Allard S, Douglass K, Aydinoglu AU, Wu L, Read E, Manoff M, Frame M (2011) Data sharing by scientists: practices and perceptions. PLoS ONE 6(6):e21101 sourceExperimental — accuracy not yet measured

In the paper

“The development of a project-specific technical language is not an easy task [17,55,172,252], but is important enough to collaboration to warrant assistance from technology.”

What the sources say

• ?Not checked — no full text of the sourcecites [17] Bly SA, Harrison SR, Irwin S (1993) Media spaces: bringing people together in a video, audio, and computing environment. Commun ACM 36(1):28–46 source
• Supported

  The Team Level section says projects established common representational conventions to facilitate communication and gives an example that took about six months to settle. The Implications for Software Tools and Practices section calls for software environments to support knowledge sharing and broad communication. The recommendation that technology assist this work is consistent with the paper, though phrased as the citing authors’ conclusion. (LLM, conf=0.87)

  cites [55] Curtis B, Krasner H, Iscoe N (1988) A field study of the software design process for large systems. Commun ACM 31(11):1268–1287 source
• ?Not checked — no full text of the sourcecites [172] McIntyre NE, Knowles-Yánez K, Hope D (2000) Urban ecology as an interdisciplinary field: differences in the use of “‘urban” between the social and natural sciences. Urban Ecosys 4(1):5–24 source
• ?Not checked — no full text of the sourcecites [252] Tress G, Tress B, Fry G (2007) Analysis of the barriers to integration in landscape research projects. Land Use Policy 24(2):374–385 source

In the paper

“Prior work includes eight systematic literature reviews surveying various topics related to distance collaboration.”

In the paper

“a well-planned search strategy was utilized to identify a total of 255 relevant studies, primarily focusing on technology use.”

In the paper

“Additional factors that particularly affect distance collaborations were outlined in Sect.6, namely the nature or coupling of the work, the need for explicit management, the configuration of dispersed sites and intra-team diversity along the dimensions of common ground, socio-cultural distance, and work culture.”

In the paper

“Thus, it is uncertain as to which conclusion is accurate, presenting open questions.”

In the paper

“In addition, barriers to informal and face-to-face communication, particularly the team's technical competence and access to the appropriate technical infrastructure as well as prevalence of intra-team conflict were reviewed.”

In the paper

“There is currently disagreement within the community as to whether or not 'awareness' should be taken as a conceptual approach to investigating collaboration challenges.”

In the paper

“However, the ramifications are of these differences in trust and conflict are unknown, suggesting an opportunity for research.”

In the paper

“However, asynchronous communication has several drawbacks, as mentioned earlier, and is not feasible in every situation.”

In the paper

“Finally, opportunities and implications for designing groupware that better support collaborative tasks in virtual teams was discussed through the description of four design implications: assist the creation of common ground and work standards; facilitate communication; provide mechanisms for work transparency; and design lightweight, familiar technology.”

In the paper

“Despite this, it is unclear whether perceived distance was high or low in this case due to the context of the study.”

In the paper

“However, since these literature reviews primarily focus on co-located collaboration, it is difficult to discern how the factors identified by these studies influence virtual teams.”

In the paper

“Research suggests that the adoption of tools that allow members of virtual teams about the timing of each other's contributions and activities may improve team coordination and learning [18].”

What the sources say

• ?Not checked — no full text of the sourcecites [18] Bodemer D, Dehler J (2011) Group awareness in CSCL environments. Comput Hum Behav 27(3):1043–1045 source

In the paper

“This includes team effectiveness, since trust determines whether team members ask each other for help, share feedback, and discuss issues and conflicts [23].”

What the sources say

• ?Not checked — no full text of the sourcecites [23] Breuer C, Hüffmeier J, Hertel G (2016) Does trust matter more in virtual teams? A meta-analysis of trust and team effectiveness considering virtuality and documentation as moderators. J Appl Psychol 101(8):1151 source

In the paper

“Relevant papers were extracted for LR using the guidelines proposed by Kitchenham and Charters [138] for performing Systematic Literature Reviews in software engineering, with the adjustments recommended by Kitchenham and Brereton [137].”

What the sources say

• Not checked yetcites [138] Kitchenham B, Charters S (2007) Guidelines for performing systematic literature reviews in software engineering version 2.3. Engineering 45(4ve):1051
• ?Not checked — no full text of the sourcecites [137] Kitchenham B, Brereton P (2013) A systematic review of systematic review process research in software engineering. Inf Softw Technol 55(12):2049–2075. https://doi.org/10.1016/j.infsof.2013.07.010 source

In the paper

“According to prior work [23,42], trust is the key variable that is crucial for all aspects of collaboration”

What the sources say

• ?Not checked — no full text of the sourcecites [23] Breuer C, Hüffmeier J, Hertel G (2016) Does trust matter more in virtual teams? A meta-analysis of trust and team effectiveness considering virtuality and documentation as moderators. J Appl Psychol 101(8):1151 source
• ?Not checked — no full text of the sourcecites [42] Choi OK, Cho E (2019) The mechanism of trust affecting collaboration in virtual teams and the moderating roles of the culture of autonomy and task complexity. Comput Hum Behav 91:305–315 source

In the paper

“This implies that, as a result, virtual teams have become vital to maintaining our increasingly globalized social and economic infrastructure.”

In the paper

“Mattessich and Monsey identified 19 factors necessary for successful collaboration, including the ability to compromise, mutual respect and trust, and flexibility [167].”

What the sources say

• Not checked yetcites [167] Mattessich PW, Monsey BR (1992) Collaboration: what makes it work. A review of research literature on factors influencing successful collaboration. ERIC, St. Paul

In the paper

“The cause of these problems is likely because co-located workers have more opportunities for casual encounters and unplanned conversations [144], which boosts awareness.”

What the sources say

• ?Not checked — no full text of the sourcecites [144] Kraut RE, Fussell SR, Brennan SE, Siege J (2002) Understanding effects of proximity on collaboration: implications for technologies to support remote collaborative work. In: Hinds P, Kiesler S (eds) Distributed work. MIT Press, Cambridge, pp 137–162 source

In the paper

“In contrast to the results of the DSD studies, these findings apply to a broad range of contexts.”

In the paper

“In addition, collected papers were used to generate additional searches via a 'snowballing' effect [26,249].”

What the sources say

• ?Not checked — no full text of the sourcecites [26] Budgen D, Burn AJ, Brereton OP, Kitchenham BA, Pretorius R (2011) Empirical evidence about the UML: a systematic literature review. Softw Pract Exp 41(4):363–392 source
• Not checked yetcites [249] Tran H, Zdun U et al (2017) Systematic review of software behavioral model consistency checking. CSUR 50(2):17

In the paper

“However, it is not guaranteed that the findings from the DSD studies with regards to these dimensions directly translate to collaboration in another context.”

In the paper

“In theory, virtual teams also reduce the need for travelling between sites, which should reduce costs in terms of time, money, and stress [196].”

What the sources say

• ?Not checked — no full text of the sourcecites [196] Orlikowski WJ (2002) Knowing in practice: enacting a collective capability in distributed organizing. Organ Sci 13(3):249–273 source

In the paper

“This is important since workers use the presence of specific teammates in a shared space to guide their work and prefer to be aware of who is sharing their work space [71].”

What the sources say

• ?Not checked — no full text of the sourcecites [71] Erickson T, Smith DN, Kellogg WA, Laff M, Richards JT, Bradner E (1999) Socially translucent systems: social proxies, persistent conversation, and the design of “babble”. In: Proceedings of CHI’99. ACM, New York, pp 72–79 source

In the paper

“However, there has been little work in examining the challenges faced by virtual teams and their use of technology to mitigate issues.”

In the paper

“It was estimated that by 2016, more than 85 % of working professionals were in some form of virtual team [235].”

What the sources say

• Not checked yetcites [235] Solomon C (2016) Trends in global virtual teams. https://www.rw-3.com/resource-center/2016-survey-report-trends-in-global-virtual-teams

In the paper

“Informal contact plays an important role in facilitating trust and critical task awareness [2].”

What the sources say

• ?Not checked — no full text of the sourcecites [2] Ågerfalk PJ, Fitzgerald B, Holmstrom Olsson H, Lings B, Lundell B, Ó Conchúir E (2005) A framework for considering opportunities and threats in distributed software development. In: Proceedings of the of DiSD’05. Austrian Computer Society, pp 47–61 source

In the paper

“Trust is also dependent on frequency of interactions, which may be less in virtual teams [273].”

What the sources say

• ?Not checked — no full text of the sourcecites [273] Zolin R, Hinds PJ, Fruchter R, Levitt RE (2004) Interpersonal trust in cross-functional, geographically distributed work: a longitudinal study. Inf Organ 14(1):1–26 source

In the paper

“Lack of trust is most pronounced during the initial stage of the collaboration and tapers off throughout the course of the project [21], implying that there are mitigating factors for the effect of distance on trust.”

What the sources say

• ?Not checked — no full text of the sourcecites [21] Bradner E, Mark G (2002) Why distance matters: effects on cooperation, persuasion and deception. In: Proceedings of CSCW’02. ACM, New York, CSCW’02, pp 226–235 source

In the paper

“Informal communication is associated with face-toface encounters [73,191], thus, face-to-face communication plays an important role in collaboration [64] and has been described as being 'crucial ' [196] or 'indispensable' [11], particularly at the beginning of a project.”

What the sources say

• ?Not checked — no full text of the sourcecites [64] Dubé L, Robey D (2009) Surviving the paradoxes of virtual teamwork. ISJ 19(1):3–30 source
• ?Not checked — no full text of the sourcecites [196] Orlikowski WJ (2002) Knowing in practice: enacting a collective capability in distributed organizing. Organ Sci 13(3):249–273 source
• ?Not checked — no full text of the sourcecites [11] Battin RD, Crocker R, Kreidler J, Subramanian K (2001) Leveraging resources in global software development. IEEE Softw 18(2):70–77 source

In the paper

“While some research has found that the relationship between early trust and performance is stronger in highly virtual teams than in less virtual teams [163], whether the performance actually improves is up for debate.”

What the sources say

• ?Not checked — no full text of the sourcecites [163] Marlow SL, Lacerenza CN, Salas E (2017) Communication in virtual teams: a conceptual framework and research agenda. Hum Resour Manag Rev 27(4):575–589 source

In the paper

“The personal characteristics of team members (e.g., ability, integrity, competence, fairness, honesty, openness) and the level of autonomy in a team play an important part in establishing trust [42].”

What the sources say

• ?Not checked — no full text of the sourcecites [42] Choi OK, Cho E (2019) The mechanism of trust affecting collaboration in virtual teams and the moderating roles of the culture of autonomy and task complexity. Comput Hum Behav 91:305–315 source

In the paper

“These crucial exchanges often occur after meetings or during unplanned encounters in the hallway [8] and have profound effects on collaboration.”

What the sources say

• ?Not checked — no full text of the sourcecites [8] Armstrong DJ, Cole P (1995) Managing distances and differences in geographically distributed work groups. In: Jackson SE, Ruderman MN (eds) Diversity in work teams: research paradigms for a changing workplace. American Psychological Association, pp 187–215. https://doi.org/10.1037/10189-007 source

In the paper

“They found that the absence of body language, subtle voice inflections, facial expressions, etc. cause delays in workers' decisions whether to trust a new collaborator and impede expression of their own trustworthiness.”

What the sources say

• ?Not checked — no full text of the sourcecites [20] Bos N, Olson J, Gergle D, Olson G, Wright Z (2002) Effects of four computer—mediated communications channels on trust development. In: Proceedings the of CHI’02. ACM, New York, pp 135–140 source

In the paper

“Furthermore, trust develops in a sequential approach in co-located tams but follows an adhoc, unpredictable approach in virtual teams [147].”

What the sources say

• ?Not checked — no full text of the sourcecites [147] Kuo Fy, Yu Cp (2009) An exploratory study of trust dynamics in work-oriented virtual teams. J Comput Med Commun 14(4):823–854 source

In the paper

“Furthermore, trust is particularly important in virtual teams since interactions on computer-mediated communication (CMC) technologies tend to be superficial (i.e., lacking contextual cues such as facial expressions and tone of voice) [38,155,267], impersonal, and less certain [155].”

What the sources say

• ?Not checked — no full text of the sourcecites [38] Cheng X, Yin G, Azadegan A, Kolfschoten G (2016) Trust evolvement in hybrid team collaboration: a longitudinal case study. Group Decis Negot 25(2):267–288 source
• ?Not checked — no full text of the sourcecites [155] Lowry PB, Zhang D, Zhou L, Fu X (2010) Effects of culture, social presence, and group composition on trust in technology-supported decision-making groups. Inf Syst J 20(3):297–315 source
• ?Not checked — no full text of the sourcecites [267] Weinel M, Bannert M, Zumbach J, Hoppe HU, Malzahn N (2011) A closer look on social presence as a causing factor in computer-mediated collaboration. Comput Hum Behav 27(1):513–521 source

In the paper

“Textual communication was especially worse with regards to establishing and maintaining trust, although audiovisual and audio technologies did have some effect on delayed and fragile trust.”

What the sources say

• ?Not checked — no full text of the sourcecites [20] Bos N, Olson J, Gergle D, Olson G, Wright Z (2002) Effects of four computer—mediated communications channels on trust development. In: Proceedings the of CHI’02. ACM, New York, pp 135–140 source

In the paper

“Trust can also improve collaboration infrastructure [10] and is also crucial for the occurrence of normative actions [48].”

What the sources say

• ?Not checked — no full text of the sourcecites [10] Batarseh FS, Usher JM, Daspit JJ (2017) Collaboration capability in virtual teams: examining the influence on diversity and innovation. Int J Innov Manag 21(04):1750034 source
• ?Not checked — no full text of the sourcecites [48] Crisp CB, Jarvenpaa SL (2013) Swift trust in global virtual teams: trusting beliefs and normative actions. J Pers Psychol 12(1):45 source

In the paper

“Spontaneous, informal communication has been shown to foster the feeling of being a part of a cohesive team [11,102,132] and assist the provision of corrective feedback [8].”

What the sources say

• ?Not checked — no full text of the sourcecites [11] Battin RD, Crocker R, Kreidler J, Subramanian K (2001) Leveraging resources in global software development. IEEE Softw 18(2):70–77 source
• ?Not checked — no full text of the sourcecites [102] Herbsleb JD, Mockus A (2003) An empirical study of speed and communication in globally distributed software development. IEEE Trans Softw Eng 29(6):481–494 source
• ?Not checked — no full text of the sourcecites [132] Kiel L (2003) Experiences in distributed development: a case study. In: Proceedings of international workshop on global software development at ICSE’03

In the paper

“Maurping and Agarwal [165] found that building trust early on in a virtual collaboration plays a critical role in developing adequate group functioning and the ability to manage social activities.”

What the sources say

• ?Not checked — no full text of the sourcecites [165] Maruping LM, Agarwal R (2004) Managing team interpersonal processes through technology: a task-technology fit perspective. J Appl Psychol 89(6):975 source

In the paper

“From these works, we see that not only does distance influence trust, but this effect can partially be attributed to the use of communication technology adopted by distance collaborations.”

In the paper

“To combat this, Marlow et al. [163] suggest using closed-loop communication to prevent misunderstandings by providing opportunities for clarification that would otherwise not accompany virtual communication.”

What the sources say

• ?Not checked — no full text of the sourcecites [163] Marlow SL, Lacerenza CN, Salas E (2017) Communication in virtual teams: a conceptual framework and research agenda. Hum Resour Manag Rev 27(4):575–589 source

In the paper

“Organizational structure, levels of interdependence, and media richness (which ranges from face-to-face communication to simple documents) also influence the effectiveness of communication [140].”

What the sources say

• ?Not checked — no full text of the sourcecites [140] Klitmøller A, Lauring J (2013) When global virtual teams share knowledge: media richness, cultural difference and language commonality. J World Bus 48(3):398–406 source

In the paper

“They argue that the use of closed-loop communication will enhance performance in virtual teams [163].”

What the sources say

• ?Not checked — no full text of the sourcecites [163] Marlow SL, Lacerenza CN, Salas E (2017) Communication in virtual teams: a conceptual framework and research agenda. Hum Resour Manag Rev 27(4):575–589 source

In the paper

“It is no surprise, then, that virtual teams show a marked increase in online activity [191,213] and have a higher reliance on CMC technology [215].”

What the sources say

• ?Not checked — no full text of the sourcecites [191] Olson GM, Olson JS (2000) Distance matters. Hum Comput Interact 15(2):139–178 source
• ?Not checked — no full text of the sourcecites [213] Ramasubbu N, Cataldo M, Balan RK, Herbsleb JD (2011) Configuring global software teams: a multi-company analysis of project productivity, quality, and profits. In: Proceedings of ICSE’11. ACM, New York, pp 261–270 source
• ?Not checked — no full text of the sourcecites [215] Robert LP (2016) Far but near or near but far? The effects of perceived distance on the relationship between geographic dispersion and perceived diversity. In: Proceedings of CHI’16. ACM, New York, pp 2461–2473. https://doi.org/10.1145/2858036.2858534 source

In the paper

“In addition to this, Maruping and Agarwal [165] found that matching the functionalities of the CMC technology to specific tasks will result in higher levels of effectiveness in virtual teams.”

What the sources say

• ?Not checked — no full text of the sourcecites [165] Maruping LM, Agarwal R (2004) Managing team interpersonal processes through technology: a task-technology fit perspective. J Appl Psychol 89(6):975 source

In the paper

“Due to the extra effort required to communicate through computer-mediated modalities (e.g., email), virtual teams must put in extra effort to manage high volumes of messages, which can hinder performance [163].”

What the sources say

• ?Not checked — no full text of the sourcecites [163] Marlow SL, Lacerenza CN, Salas E (2017) Communication in virtual teams: a conceptual framework and research agenda. Hum Resour Manag Rev 27(4):575–589 source

In the paper

“Some research has shown that it may be difficult to ascertain a remote collaborator's availability for a synchronous meeting [101] and electronic-communication dependence constrains informal, spontaneous interaction [61], while others argue that CMC is dynamic and can be used on an ad-hoc and as-needed basis with no need for scheduling, presenting fewer logistical challenges [234].”

What the sources say

• ?Not checked — no full text of the sourcecites [234] Sole D, Edmondson A (2002) Situated knowledge and learning in dispersed teams. Br J Manag 13(S2):S17–S34 source

In the paper

“However, overall, communication technologies (including text-based tools) take more time and effort to effectively communicate information and are missing important social information and nonverbal cues that help establish ties between collaborators [64].”

What the sources say

• ?Not checked — no full text of the sourcecites [64] Dubé L, Robey D (2009) Surviving the paradoxes of virtual teamwork. ISJ 19(1):3–30 source

In the paper

“These factors vary depending on the communication method's capacity for immediate feedback, ability to facilitate nonverbal cues, and level of personalization [140].”

What the sources say

• ?Not checked — no full text of the sourcecites [140] Klitmøller A, Lauring J (2013) When global virtual teams share knowledge: media richness, cultural difference and language commonality. J World Bus 48(3):398–406 source

In the paper

“Audiovisual technology is also known to mask both verbal and visual cues in addition to constraining the visual field [20].”

What the sources say

• ?Not checked — no full text of the sourcecites [20] Bos N, Olson J, Gergle D, Olson G, Wright Z (2002) Effects of four computer—mediated communications channels on trust development. In: Proceedings the of CHI’02. ACM, New York, pp 135–140 source

In the paper

“Reliability is also an issue with communication technology-new technology must be stable enough to 'compete with the well-established reliability of the telephone' [15].”

What the sources say

• ?Not checked — no full text of the sourcecites [15] Bjørn P, Esbensen M, Jensen RE, Matthiesen S (2014) Does distance still matter? Revisiting the CSCW fundamentals on distributed collaboration. TOCHI 21(5):27 source

In the paper

“In addition, audio technology 'distorts' verbal cues and removes visual cues [20].”

What the sources say

• ?Not checked — no full text of the sourcecites [20] Bos N, Olson J, Gergle D, Olson G, Wright Z (2002) Effects of four computer—mediated communications channels on trust development. In: Proceedings the of CHI’02. ACM, New York, pp 135–140 source

In the paper

“In a similar vein, Fjermestad [79] found that groups that relied on CMC experienced higher decision quality, depth of analysis, equality of participation, and satisfaction than groups that primarily met face to face.”

What the sources say

• ?Not checked — no full text of the sourcecites [79] Fjermestad J (2004) An analysis of communication mode in group support systems research. Decis Support Syst 37(2):239–263 source

In the paper

“Some research has shown that it may be difficult to ascertain a remote collaborator's availability for a synchronous meeting [101] and electronic-communication dependence constrains informal, spontaneous interaction [61], while others argue that CMC is dynamic and can be used on an ad-hoc and as-needed basis with no need for scheduling, presenting fewer logistical challenges [234].”

What the sources say

• ?Not checked — no full text of the sourcecites [101] Herbsleb JD, Grinter RE (1999) Splitting the organization and integrating the code: Conway’s law revisited. In: Proceedings of ICSE’99. IEEE, New York, pp 85–95 source
• ?Not checked — no full text of the sourcecites [61] Desanctis G, Monge P (1999) Introduction to the special issue: communication processes for virtual organizations. Organ Sci 10(6):693–703 source

In the paper

“In addition, face-to-face communication is associated with higher levels of consensus within groups, higher perceived quality, more communication, and greater efficiency in completing tasks [86].”

What the sources say

• ?Not checked — no full text of the sourcecites [86] Gibson CB, Huang L, Kirkman BL, Shapiro DL (2014) Where global and virtual meet: the value of examining the intersection of these elements in twenty-first-century teams. Annu Rev Organ Psychol Organ Behav 1(1):217–244 source

In the paper

“This exclusion is partly as a result of the increased effort needed to reach out and contact a teammate [101], and likely partly due to the correlation between distance and diminished face-to-face communication [52,133,141,144].”

What the sources say

• ?Not checked — no full text of the sourcecites [101] Herbsleb JD, Grinter RE (1999) Splitting the organization and integrating the code: Conway’s law revisited. In: Proceedings of ICSE’99. IEEE, New York, pp 85–95 source
• ?Not checked — no full text of the sourcecites [52] Cummings JN, Kiesler S (2008) Who collaborates successfully? Prior experience reduces collaboration barriers in distributed interdisciplinary research. In: Proceedings of CSCW’08. ACM, New York, pp 437–446 source
• ?Not checked — no full text of the sourcecites [133] Kiesler S, Cummings JN (2002) What do we know about proximity and distance in work groups? A legacy of research. In: Distributed work, vol 1. MIT Press, Cambridge, pp 57–80 source

In the paper

“CMC is also shown to increase participation among team members [212], facilitate unique ideas [86,212], and reduce the number of dominant members [212].”

What the sources say

• ?Not checked — no full text of the sourcecites [212] Rains SA (2005) Leveling the organizational playing field-virtually: a meta-analysis of experimental research assessing the impact of group support system use on member influence behaviors. Commun Res 32(2):193–234 source
• ?Not checked — no full text of the sourcecites [86] Gibson CB, Huang L, Kirkman BL, Shapiro DL (2014) Where global and virtual meet: the value of examining the intersection of these elements in twenty-first-century teams. Annu Rev Organ Psychol Organ Behav 1(1):217–244 source

In the paper

“Virtual teams that rely on CMC in lieu of face-to-face communication are more likely to experience less positive affect and have a diminished affective commitment to their teams [126].”

What the sources say

• ?Not checked — no full text of the sourcecites [126] Johnson SK, Bettenhausen K, Gibbons E (2009) Realities of working in virtual teams: affective and attitudinal outcomes of using computer-mediated communication. Small Group Res 40(6):623–649 source

In the paper

“CMC often lacks support for non-direct and nonverbal interactions (e.g., body language, facial expressions) which greatly hinders communication in geographically dispersed virtual teams [67] by making interactions more difficult [92].”

What the sources say

• ?Not checked — no full text of the sourcecites [67] Eisenberg J, Krishnan A (2018) Addressing virtual work challenges: learning from the field. Organ Manag J 15(2):78–94 source
• ?Not checked — no full text of the sourcecites [92] Gressgård LJ (2011) Virtual team collaboration and innovation in organizations. Team Perform Manag Int J. https://doi.org/10.1108/dlo.2011.08125daa.007 source

In the paper

“Moreover, intra-team conflict causes problems that result in delays in work progress [8] and resolution of work issues [103].”

What the sources say

• ?Not checked — no full text of the sourcecites [8] Armstrong DJ, Cole P (1995) Managing distances and differences in geographically distributed work groups. In: Jackson SE, Ruderman MN (eds) Diversity in work teams: research paradigms for a changing workplace. American Psychological Association, pp 187–215. https://doi.org/10.1037/10189-007 source
• ?Not checked — no full text of the sourcecites [103] Herbsleb JD, Mockus A, Finholt TA, Grinter RE (2000) Distance, dependencies, and delay in a global collaboration. In: Proceedings of CSCW’00. ACM, New York, pp 319–328 source

In the paper

“This invisible communication would result in collaborators feeling left out of key decisions, which had toxic effects on the project.”

What the sources say

• ?Not checked — no full text of the sourcecites [14] Bjørn P, Ngwenyama O (2009) Virtual team collaboration: building shared meaning, resolving breakdowns and creating translucence. Inf Syst J 19(3):227–253 source

In the paper

“Temporal distance can be caused by both time shifts in work patterns and differences in time zones [219].”

What the sources say

• ?Not checked — no full text of the sourcecites [219] Sarker S, Sahay S (2004) Implications of space and time for distributed work: an interpretive study of US–Norwegian systems development teams. Eur J Inf Syst 13(1):3–20 source

In the paper

“Teams in their early stages of development should use CMC technologies that facilitate expression in order to mitigate relationship conflict [165].”

What the sources say

• ?Not checked — no full text of the sourcecites [165] Maruping LM, Agarwal R (2004) Managing team interpersonal processes through technology: a task-technology fit perspective. J Appl Psychol 89(6):975 source

In the paper

“In fact, temporal distance can lead to incompatible schedules that result in project delays and can only be overcome with careful planning [230].”

What the sources say

• ?Not checked — no full text of the sourcecites [230] See M (2018) 18 international collaboration: are the challenges worth the benefits? J Anim Sci 96(suppl–3):2–2 source

In the paper

“As a result of reliance on computer-mediated communication, virtual teams featuring high geographical dispersion have higher perceptions of unfairness, which also leads to internal conflict [244].”

What the sources say

• ?Not checked — no full text of the sourcecites [244] Tangirala S, Alge BJ (2006) Reactions to unfair events in computer-mediated groups: a test of uncertainty management theory. Organ Behav Hum Decis Process 100(1):1–20 source

In the paper

“Coordination delay increases with temporal distance-delay between collaborators located in the same city was smaller than that for collaborators in different cities, which was smaller than the delay found in collaborators located in different countries [49].”

What the sources say

• ?Not checked — no full text of the sourcecites [49] Cummings JN (2011) Geography is alive and well in virtual teams. Commun ACM 54(8):24–26 source

In the paper

“Fewer overlapping work hours results in communication breakdowns, such as an increased need for rework and clarifications, and difficulties adjusting to new problems [73,74].”

What the sources say

• ?Not checked — no full text of the sourcecites [73] Espinosa JA, Carmel E (2004) The effect of time separation on coordination costs in global software teams: a dyad model. In: Proceedings of HICSS’04. IEEE, New York, p 10 source
• ?Not checked — no full text of the sourcecites [74] Espinosa JA, Pickering C (2006) The effect of time separation on coordination processes and outcomes: a case study. In: Proceedings of HICSS’06, vol 1. IEEE, New York, pp 25b–25b source

In the paper

“Thus, we are left with a need for other methods that support informal communication in geographically dispersed collaborations.”

In the paper

“Us-versus-them attitudes often lead to limited information flow, which in turn leads to reduced cohesion and faulty attributions [46].”

What the sources say

• ?Not checked — no full text of the sourcecites [46] Cramton CD (2001) The mutual knowledge problem and its consequences for dispersed collaboration. Organ Sci 12(3):346–371 source

In the paper

“The issue of the lack of overlapping work hours also causes problems with synchronization; synchronous communication is often significantly limited in temporally dispersed collaborations, which can delay vital feedback [2] and increase response time [219].”

What the sources say

• ?Not checked — no full text of the sourcecites [2] Ågerfalk PJ, Fitzgerald B, Holmstrom Olsson H, Lings B, Lundell B, Ó Conchúir E (2005) A framework for considering opportunities and threats in distributed software development. In: Proceedings of the of DiSD’05. Austrian Computer Society, pp 47–61 source
• ?Not checked — no full text of the sourcecites [219] Sarker S, Sahay S (2004) Implications of space and time for distributed work: an interpretive study of US–Norwegian systems development teams. Eur J Inf Syst 13(1):3–20 source

In the paper

“In particular, Mortensen and Hinds' [179] examination of 24 product development teams found no significant difference in affective and task-based conflict between co-located and distributed teams, which is in direct conflict with their later work [108].”

What the sources say

• ?Not checked — no full text of the sourcecites [179] Mortensen M, Hinds PJ (2001) Conflict and shared identity in geographically distributed teams. Int J Confl Manag 12(3):212–238 source
• ?Not checked — no full text of the sourcecites [108] Hinds PJ, Mortensen M (2005) Understanding conflict in geographically distributed teams: the moderating effects of shared identity, shared context, and spontaneous communication. Organ Sci 16(3):290–307 source

In the paper

“Temporal distance is distinctly different than geographical distance and should be treated as a separate dimension [49].”

What the sources say

• ?Not checked — no full text of the sourcecites [49] Cummings JN (2011) Geography is alive and well in virtual teams. Commun ACM 54(8):24–26 source

In the paper

“In addition to these issues, temporally dispersed collaborations are often plagued by delays, while co-located collaborations are considered more efficient [19].”

What the sources say

• ?Not checked — no full text of the sourcecites [19] Boland D, Fitzgerald B (2004) Transitioning from a co-located to a globally-distributed software development team: a case study at Analog Devices Inc. In: Proceedings of the international workshop on global software development at ICSE’04. IET, pp 4–7 source

In the paper

“This effect can likely be attributed to the evidence that conflict in distributed teams is known to escalate and often remains unidentified and unaddressed for long periods of time [8].”

What the sources say

• ?Not checked — no full text of the sourcecites [8] Armstrong DJ, Cole P (1995) Managing distances and differences in geographically distributed work groups. In: Jackson SE, Ruderman MN (eds) Diversity in work teams: research paradigms for a changing workplace. American Psychological Association, pp 187–215. https://doi.org/10.1037/10189-007 source

In the paper

“Espinosa and Carmel [73], however, state that temporal distance reduces coordination costs when team members are not working concurrently because no direct coordination takes place when the two teammates are not working at the same time [2].”

What the sources say

• ?Not checked — no full text of the sourcecites [73] Espinosa JA, Carmel E (2004) The effect of time separation on coordination costs in global software teams: a dyad model. In: Proceedings of HICSS’04. IEEE, New York, p 10 source
• ?Not checked — no full text of the sourcecites [2] Ågerfalk PJ, Fitzgerald B, Holmstrom Olsson H, Lings B, Lundell B, Ó Conchúir E (2005) A framework for considering opportunities and threats in distributed software development. In: Proceedings of the of DiSD’05. Austrian Computer Society, pp 47–61 source

In the paper

“In contrast, loosely coupled work does not require as much communication as tightly coupled work, and so is easier to complete in geographically distant collaborations.”

In the paper

“For example, collaborators can cultivate flexible work schedules [116], often by modifying a 'typical' workday by working either extremely early in the morning or very late at night so that there are overlapping work hours [250].”

What the sources say

• ?Not checked — no full text of the sourcecites [116] Holmstrom H, Conchúir EÓ, Agerfalk J, Fitzgerald B (2006) Global software development challenges: a case study on temporal, geographical and socio-cultural distance. In: Proceedings of ICGSE’06. IEEE, New York, pp 3–11 source
• ?Not checked — no full text of the sourcecites [250] Treinen JJ, Miller-Frost SL (2006) Following the sun: case studies in global software development. IBM J Res Dev 45(4):773–783 source

In the paper

“In addition to the challenges associated with the three main types of distance discussed previously in this paper (i.e., geographic, temporal, and perceived distance), several contributing factors intersect with distance to cause additional challenges for virtual teams.”

In the paper

“Findings from other work implies that distance can affect collaborators that are all in the same country at a single site [4], with low national heterogeneity and low spatio-temporal distance.”

What the sources say

• Not checked yetcites [4] Allen TJ (1984) Managing the flow of technology: technology transfer and the dissemination of technological information within the R&D organization. MIT Press Books 1, London

In the paper

“However, using asynchronous tools is known to increase the amount of time that a collaborator has to wait for a response [2] and make temporal boundaries more difficult to overcome than spatial boundaries in instances where sites do not have overlap in their workdays [49].”

What the sources say

• ?Not checked — no full text of the sourcecites [2] Ågerfalk PJ, Fitzgerald B, Holmstrom Olsson H, Lings B, Lundell B, Ó Conchúir E (2005) A framework for considering opportunities and threats in distributed software development. In: Proceedings of the of DiSD’05. Austrian Computer Society, pp 47–61 source
• ?Not checked — no full text of the sourcecites [49] Cummings JN (2011) Geography is alive and well in virtual teams. Commun ACM 54(8):24–26 source

In the paper

“Marlow et al. [163] found that as interdependence increases, communication becomes increasingly critical.They therefore suggest that communication becomes increasingly important to promoting high levels of performance.”

What the sources say

• ?Not checked — no full text of the sourcecites [163] Marlow SL, Lacerenza CN, Salas E (2017) Communication in virtual teams: a conceptual framework and research agenda. Hum Resour Manag Rev 27(4):575–589 source

In the paper

“Creating rules and norms for communication between team members early in the team's life cycle can also increase effective communication and therefore improve performance during complex tasks [262].”

What the sources say

• ?Not checked — no full text of the sourcecites [262] Walther JB, Bunz U (2005) The rules of virtual groups: trust, liking, and performance in computer-mediated communication. J Commun 55(4):828–846 source

In the paper

“Asynchronous communication tools (e.g., email, fax [19,57]) allow collaborators to coordinate shared efforts across time and distance with the additional benefits of leaving a written communication history [31] that supports accountability and traceability [2].”

What the sources say

• ?Not checked — no full text of the sourcecites [31] Carmel E, Agarwal R (2001) Tactical approaches for alleviating distance in global software development. IEEE Softw 18(2):22–29 source
• ?Not checked — no full text of the sourcecites [2] Ågerfalk PJ, Fitzgerald B, Holmstrom Olsson H, Lings B, Lundell B, Ó Conchúir E (2005) A framework for considering opportunities and threats in distributed software development. In: Proceedings of the of DiSD’05. Austrian Computer Society, pp 47–61 source

In the paper

“Coordination delays are also shown to cause additional problems, particularly decreased performance in terms of meeting key requirements, staying within the budget, and completing work on time [49].”

What the sources say

• ?Not checked — no full text of the sourcecites [49] Cummings JN (2011) Geography is alive and well in virtual teams. Commun ACM 54(8):24–26 source