Challenges and barriers in virtual teams: a literature review

In the paper

“These additional methods were used because prior work by Greehalgh and Peacock [91] found that less efficient methods like snowballing are likely to identify important sources that would otherwise be missed, since predefined protocol driven search strategies cannot solely be relied on.”

What the sources say

• Supported

  The Discussion says that reviews of complex evidence cannot rely solely on predefined, protocol-driven searches and that approaches including pursuing references are likely to identify important sources otherwise missed. The Method identifies reference tracking as snowballing. (LLM, conf=0.95)

  cites [91] Greenhalgh T, Peacock R (2005) Effectiveness and efficiency of search methods in systematic reviews of complex evidence: audit of primary sources. BMJ 331(7524):1064–1065 source

In the paper

“Teams that interact virtually are considerably less likely to develop trust [216].”

What the sources say

• Partly supported

  The Prior Theories and the Proposed Model section (page unavailable) says ICT-mediated interaction can slow relationship development and make trust harder to build. But the Abstract notes that high initial trust has been observed in virtual teams. The source therefore supports a difficulty in developing trust, not the unqualified claim that virtual teams are considerably less likely to develop it. (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

In the paper

“That being said, trust has an affect on the perception of performance such that when trust is high in a collaboration, the team's perception of its performance is higher [182].”

What the sources say

• Partly supported

  The Results section says that trust strengthens the relationship between perceived leader communication effectiveness and perceived team performance. The claim broadens this conditional finding about trust in a leader to trust in a collaboration generally; the paper does not establish that broader relationship. (LLM, conf=0.84)

  cites [182] Newman SA, Ford RC, Marshall GW (2019) Virtual team leader communication: employee perception and organizational reality. Int J Bus Commun. https://doi.org/10.1177/2329488419829895 sourceExperimental — accuracy not yet measured

In the paper

“For this reason, it is recommended by many authors that members of virtual teams meet face-to-face when possible, particularly during the initial launch [136,151,265], when a face-to-face meeting can create a lasting bridge across geographical, temporal, and socio-cultural distance [265].”

What the sources say

• Partly supported

  In the literature review (around p. 178), the paper says virtual teams often have an initial face-to-face meeting. Its managerial implications also describe using limited in-person meetings to build team identity and a shared purpose. Neither passage establishes that a launch meeting creates a lasting bridge across geographic, temporal, and socio-cultural distance. (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
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [151] Lipnack J, Stamps J (1997) Virtual teams: reaching across space, time, and organizations with technology. Wiley, New York
• ?Not checked — no full text of the sourcecites [265] Watson-Manheim MB, Chudoba KM, Crowston K (2002) Discontinuities and continuities: a new way to understand virtual work. ITP 15(3):191–209 source

In the paper

“Several researchers have concluded that geographically distributed teams experience higher levels of conflict [8,46,103,108,188,261].”

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 [46] Cramton CD (2001) The mutual knowledge problem and its consequences for dispersed collaboration. Organ Sci 12(3):346–371 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
• ?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
• ?Not checked — no full text of the sourcecites [188] O’Leary MB, Mortensen M (2010) Go (con) figure: subgroups, imbalance, and isolates in geographically dispersed teams. Organ Sci 21(1):115–131 source
• Partly supported

  The Conclusion reports that remote scientific collaborations are particularly prone to coordination problems and misunderstandings. That supports a related difficulty associated with geographic distance, but the paper does not report higher levels of conflict specifically. (LLM, conf=0.84)

  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

In the paper

“Familiarity, in addition, has been shown to reduce conflict [107].”

What the sources say

• Supported

  The Familiarity section (p. 3) explicitly says familiarity is associated with reduced conflict and reports research linking lack of familiarity to increased conflict. This supports the citing sentence’s broad paraphrase. (LLM, conf=0.91)

  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

“There is some evidence that conflict has a more 'extreme' [107,159] or 'detrimental' [179] effect on distributed teams as opposed to co-located ones.”

What the sources say

• Supported

  The Abstract (p. 1) predicts that task, affective, and process conflict will be detrimental to distributed-team performance, contrasting this with research on traditional teams. The Task Conflict section (p. 9) specifically proposes a consistently negative performance relationship in distributed teams, unlike traditional teams. This supports the 'detrimental' claim attributed to this source; it is a prediction, not a measured comparison of effect sizes. (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
• ?Not checked — no full text of the sourcecites [159] Mannix EA, Griffith T, Neale MA (2002) The phenomenology of conflict in distributed work teams. In: Hinds P, Kiesler S (eds) Distributed work. The MIT Press, Cambridge, pp 213–233 source
• ?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

In the paper

“Perceived proximity can have a profound influence on team interaction [34,82,189]”

What the sources say

• ?Not checked — no full text of the sourcecites [34] Chae SW (2016) Perceived proximity and trust network on creative performance in virtual collaboration environment. Proc Comput Sci 91(Itqm):807–812 source
• ?Not checked — no full text of the sourcecites [82] Gibbs JL, Kim H, Boyraz M (2017) Virtual teams. In: The international encyclopedia of organizational communication, pp 1–14. https://www.researchgate.net/profile/Jennifer_Gibbs/publication/314712225_Virtual_Teams/links/5a3d942a0f7e9ba8688e91f6/Virtual-Teams.pdf source
• Supported

  The Discussion describes perceived proximity as a powerful force with an important influence on work relationships. The Introduction likewise reports that perceived proximity affects relationship outcomes among colleagues, supporting this broad claim about team interaction. (LLM, conf=0.88)

  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

“In particular, positive perceptions of leadership communication results in positive perceptions of performance [182].”

What the sources say

• Supported

  The Results report that virtual team members who perceived their leaders as more effective communicators also perceived their teams’ performance more positively. The paper distinguishes this perceived performance from the organization’s objective performance scores, which the claim does not mention. (LLM, conf=0.93)

  cites [182] Newman SA, Ford RC, Marshall GW (2019) Virtual team leader communication: employee perception and organizational reality. Int J Bus Commun. https://doi.org/10.1177/2329488419829895 source

In the paper

“In addition to this, team members' perceptions of their leaders' use of communication tools and techniques can impact their perceptions of overall team performance [182]).”

What the sources say

• Supported

  The Results state that virtual team members who perceived their leaders’ combined use of communication tools and techniques as effective also perceived their teams as performing better. This directly supports the cited claim about perceived team performance. (LLM, conf=0.93)

  cites [182] Newman SA, Ford RC, Marshall GW (2019) Virtual team leader communication: employee perception and organizational reality. Int J Bus Commun. https://doi.org/10.1177/2329488419829895 source

In the paper

“Distance collaboration becomes easier if team members have common ground (i.e., have worked together before [54], have shared past experiences [54], vocabulary [191], or mental models [168] etc.) since it allows them to communicate via technology without requiring frequent clarification [193].”

What the sources say

• Supported

  The paper’s table of collaboration enablers (indexed under Abstract; page unavailable) lists prior relationships among team members and organizations, supporting the part of the citing sentence about having worked together before and shared experience. The sentence cites a different source for the claim about communicating through technology without frequent clarification; that mechanism is not attributed to this paper. (LLM, conf=0.85)

  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 [191] Olson GM, Olson JS (2000) Distance matters. Hum Comput Interact 15(2):139–178 source
• ?Not checked — no full text of the sourcecites [168] Maynard MT, Gilson LL (2014) The role of shared mental model development in understanding virtual team effectiveness. Group Organ Manag 39(1):3–32 source

In the paper

“Since team identification can be built via face-to-face communication [54]; we posit that in the absence of face-to-face communication, imbalanced teams should make use of CMC technologies that facilitate nuanced expression, such as video conferencing tools.”

What the sources say

• Partly supported

  The passage labeled Abstract (page unavailable) describes a tight-knit community of practice and says face-to-face meetings were crucial for discovering shared interests. This supports a role for face-to-face interaction in building a group, but the paper does not specifically say that it builds team identification. (LLM, conf=0.78)

  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 sourceExperimental — accuracy not yet measured

In the paper

“Other studies showed that virtual teams face challenges that could be mitigated with explicit management [83,188,243,261].”

What the sources say

• ?Not checked — no full text of the sourcecites [83] Gibson CB, Gibbs JL (2006) Unpacking the concept of virtuality: the effects of geographic dispersion, electronic dependence, dynamic structure, and national diversity on team innovation. Adm Sci Q 51(3):451–495 source
• ?Not checked — no full text of the sourcecites [188] O’Leary MB, Mortensen M (2010) Go (con) figure: subgroups, imbalance, and isolates in geographically dispersed teams. Organ Sci 21(1):115–131 source
• ?Not checked — no full text of the sourcecites [243] Tang JC, Zhao C, Cao X, Inkpen K (2011) Your time zone or mine? A study of globally time zone-shifted collaboration. In: Proceedings of CSCW’11. ACM, New York, pp 235–244 source
• Partly supported

  The Physical Proximity section says remote scientific collaborations can face coordination, cultural, and information-security problems. The Conclusion suggests that email and tools for sharing progress may help reduce some coordination problems, but the paper does not specifically say that explicit management mitigates the challenges of virtual teams. (LLM, conf=0.82)

  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

In the paper

“The significant amount of time required to establish common conceptual frameworks and personal relationships can pose a significant constraint on collaboration in virtual teams [54].”

What the sources say

• Supported

  The constraints table in the supplied copy (labeled Abstract) explicitly lists the significant time needed to establish common conceptual frameworks and personal relationships. The same section describes geographically dispersed consortium members who interact virtually rather than face-to-face, supporting the claim’s virtual-team context. (LLM, conf=0.92)

  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

“As a result, the belief that others are different in terms of education, race, and attitudes (i.e., perceived diversity) is frequently associated with the negative consequences of team heterogeneity [100], such as unwillingness to cooperate and coordinate activities [56,117,148].”

What the sources say

• ?Not checked — no full text of the sourcecites [100] Harrison DA, Price KH, Gavin JH, Florey AT (2002) Time, teams, and task performance: changing effects of surface-and deep-level diversity on group functioning. AMJ 45(5):1029–1045 source
• ?Not checked — no full text of the sourcecites [56] Dahlin KB, Weingart LR, Hinds PJ (2005) Team diversity and information use. Acad Manag J 48(6):1107–1123 source
• Partly supported

  In “Informational Diversity and Diversity Faultlines” (page unavailable), the paper says converging diversity dimensions can create faultlines that may reduce trust and motivation to cooperate. It does not establish that perceived differences in education, race, and attitudes are frequently associated with negative consequences; its account is conditional on diversity dimensions converging. (LLM, conf=0.86)

  cites [117] Homan AC, Van Knippenberg D, Van Kleef GA, De Dreu CK (2007) Bridging faultlines by valuing diversity: diversity beliefs, information elaboration, and performance in diverse work groups. J Appl Psychol 92(5):1189 sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [148] Lau DC, Murnighan JK (2005) Interactions within groups and subgroups: the effects of demographic faultlines. Acad Manag J 48(4):645–659 source

In the paper

“Socio-economic variables (e.g., human development index (HDI)) has a significant impact on a country's scientific production and collaboration patterns [118,152,199].”

What the sources say

• ?Not checked — no full text of the sourcecites [118] Huang D (2015) Temporal evolution of multi-author papers in basic sciences from 1960 to 2010. Scientometrics 105(3):2137–2147 source
• Partly supported

  The Results (page not provided) link GDP, research investment, and publication counts, with different relationships in high- and low-HDI countries. Qualitative inequities (page not provided) reports that high-HDI countries collaborate more with one another, but says collaboration patterns were not analyzed in this review. The paper supports an association between socioeconomic conditions and scientific output and describes an HDI-related collaboration pattern; it does not establish a significant causal impact on both. (LLM, conf=0.85)

  cites [152] Livingston G, Waring B, Pacheco LF, Buchori D, Jiang Y, Gilbert L, Jha S (2016) Perspectives on the global disparity in ecological science. Bioscience 66(2):147–155 sourceExperimental — accuracy not yet measured
• Partly supported

  The Results report that countries’ publication and citation totals scale with R&D spending, and the introductory passage says funding can facilitate collaboration. However, the paper does not establish that HDI significantly affects scientific production or national collaboration patterns; its collaboration analysis focuses on geography. (LLM, conf=0.85)

  cites [199] Pan RK, Kaski K, Fortunato S (2012) World citation and collaboration networks: uncovering the role of geography in science. Sci Rep 2:902 sourceExperimental — accuracy not yet measured

In the paper

“Furthermore, differences in discipline and background have a stronger effect for distributed collaborations [211].”

What the sources say

• Partly supported

  Section 2 says geographical proximity can help overcome differences in institutional or organisational background, while Section 7 finds proximity more relevant for collaborations between organisations with different institutional backgrounds. This supports the idea that background differences can make collaboration over distance harder, but the paper does not establish that disciplinary differences have a stronger effect specifically in distributed collaborations. No page numbers are available in our copy. (LLM, conf=0.78)

  cites [211] Ponds R, Van Oort F, Frenken K (2007) The geographical and institutional proximity of research collaboration. Pap Reg Sci 86(3):423–443 sourceExperimental — accuracy not yet measured

In the paper

“Power asymmetries in particular can create systemic bariers that need to be explicitly navigated (as opposed to expecting perfect process design will resolve them) [54].”

What the sources say

• Supported

  Passage [1] explicitly calls power asymmetries a deep systemic barrier that should be navigated, rather than assuming perfect process design will resolve them. Passage [7] also identifies power asymmetries between partners as a systemic constraint. (LLM, conf=0.95)

  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

“Despite this, the awareness approach is still a commonly explored method [7,134], which suggests that there is a research opportunity to address this controversy.”

What the sources say

• Supported

  The Introduction describes the paper’s CONRAD framework as an awareness-support service, and Related work discusses several other awareness-support projects. Together, these passages support the broad claim that awareness remains an explored approach; the paper does not quantify how common it is. (LLM, conf=0.85)

  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

“In addition, competing incentives can undermine a team's performance [54].”

What the sources say

• Supported

  Passage 6 (labeled Abstract in our copy; page not specified) says individual grant agreements created a disincentive for partners to collaborate and could undermine collaborative outcomes. This supports the claim that competing incentives can harm team performance. (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

In the paper

“Unfortunately, it is frequently unrealistic to expect these dynamics to resolve themselves in a short period of time and shift into an open and trusting relationship [54].”

What the sources say

• Supported

  The supplied passage [1] (labelled Abstract in our copy) explicitly says it is often unrealistic to expect these dynamics to shift into an open and trusting relationship in a short period. The citing sentence closely paraphrases that point. (LLM, conf=0.95)

  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 sourceExperimental — accuracy not yet measured

In the paper

“In addition to differences in technical language, various groups within a virtual team may have different backgrounds that need to be reconciled, as different organizations within a group may have different expertise and experience that create incompatible views [55].”

What the sources say

• Partly supported

  The Business Milieu section reports that companies working together understood the application through their own product lines, clashed over differing assumptions, and needed extended coordination to resolve misunderstandings. The source supports the point about organizational backgrounds producing conflicting views, but the passage concerns multicompany software-design teams, not specifically virtual teams. (LLM, conf=0.82)

  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 sourceExperimental — accuracy not yet measured

In the paper

“However, there are inconsistencies in the literature with regards to the effects of discipline on collaboration.”

In the paper

“In this literature review, the major factors and challenges that impact collaboration in virtual teams were identified.”

In the paper

“There is also a lack of consensus within the community as to whether coordination costs are higher in teams that are temporally distributed.”

In the paper

“However, there are also inconsistencies between studies exploring the effects of work culture on collaboration.”

In the paper

“Section 5 discussed distance factors (geographical, temporal, and perceived distance) and their associated challenges, including reduced motivation and awareness and difficulty establishing trust.”

In the paper

“This is yet another example of the community's lack of consensus on issues surrounding collaboration.”

In the paper

“This question is also currently unresolved, given the contradictions in literature.”

In the paper

“Contradictions exist in the current literature as to the effect of geographic distance on affective and task-based conflict.”

In the paper

“It is therefore uncertain as to which conclusion is accurate.”

In the paper

“Using the selected studies, we described challenges as belonging to five categories: geographical distance, temporal distance, perceived distance, the configuration of dispersed teams, and diversity of workers.”

In the paper

“In addition to this, in situations where disengagement is not apparent, virtual team's reliance on technology to communicate allows team members to disengage from the team due to decreased social impact [16].”

What the sources say

• ?Not checked — no full text of the sourcecites [16] Blaskovich JL (2008) Exploring the effect of distance: an experimental investigation of virtual collaboration, social loafing, and group decisions. J Inf Syst 22(1):27–46 source

In the paper

“Isolation can have an effect as well-when members of a virtual team become more isolated, their contributions and participation with the team decrease [32].”

What the sources say

• ?Not checked — no full text of the sourcecites [32] Carte T, Chidambaram L (2004) A capabilities-based theory of technology deployment in diverse teams: leapfrogging the pitfalls of diversity and leveraging its potential with collaborative technology. J Assoc Inf Syst 5(11):4 source

In the paper

“Team trust has a significant effect on team performance [59]”

What the sources say

• ?Not checked — no full text of the sourcecites [59] De Jong BA, Dirks KT, Gillespie N (2016) Trust and team performance: a meta-analysis of main effects, moderators, and covariates. J Appl Psychol 101(8):1134 source

In the paper

“Furthermore, the inability of virtual team members to observe each other's actual effort tends to lead to a greater reliance on perceptions and assumptions that could be both biased and erroneously negative [206].”

What the sources say

• ?Not checked — no full text of the sourcecites [206] Pe narroja V, Orengo V, Zornoza A, Hernández A (2013) The effects of virtuality level on task-related collaborative behaviors: the mediating role of team trust. Comput Hum Behav 29(3):967–974 source

In the paper

“In a similar vein, the difficulties associated with maintaining awareness of collaborators' work progress at remote locations without the ability to casually 'look over their shoulder' is a significant challenge to collaboration [193].”

What the sources say

• Not checked yetcites [193] Olson JS, Olson GM (2006) Bridging distance: empirical studies of distributed teams. In: Proceedings of human factors in MIS’06, vol 2, pp 27–30

In the paper

“The physical factors relating to distance are tightly coupled with the cognitive, social, and emotional challenges faced by virtual teams.”

In the paper

“Furthermore, geographical distance is well known to pose challenges for virtual teams [191].”

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

In the paper

“As a result, virtual teams spend substantial time and money to relocate team members for specific projects to avoid the hindrances to teamwork associated with distance [231,257].”

What the sources say

• ?Not checked — no full text of the sourcecites [231] Siebdrat F, Hoegl M, Ernst H (2014) Subjective distance and team collaboration in distributed teams. J Prod Innov Manag 31(4):765–779 source
• ?Not checked — no full text of the sourcecites [257] Van den Bulte C, Moenaert RK (1998) The effects of R&D team co-location on communication patterns among R&D, marketing, and manufacturing. Manag Sci 44(11–part–2):S1–S18 source

In the paper

“Collaborative work is significantly delayed without such awareness [193].”

What the sources say

• Not checked yetcites [193] Olson JS, Olson GM (2006) Bridging distance: empirical studies of distributed teams. In: Proceedings of human factors in MIS’06, vol 2, pp 27–30

In the paper

“Similarly, distance prevents the informal visual observations necessary for maintaining awareness [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

“As a result, virtual teams are experiencing difficulties collaborating that are making it difficult for them to be as successful as co-located teams [64,151,191].”

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 yetcites [151] Lipnack J, Stamps J (1997) Virtual teams: reaching across space, time, and organizations with technology. Wiley, New York
• ?Not checked — no full text of the sourcecites [191] Olson GM, Olson JS (2000) Distance matters. Hum Comput Interact 15(2):139–178 source

In the paper

“The use of virtual teams allows organizations to enroll key specialists, regardless of their physical location [106,151].”

What the sources say

• ?Not checked — no full text of the sourcecites [106] Hinds P, Kiesler S (2002) Distributed work. MIT Press, Cambridge source
• Not checked yetcites [151] Lipnack J, Stamps J (1997) Virtual teams: reaching across space, time, and organizations with technology. Wiley, New York

In the paper

“The effect of stripping body language, subtle voice inflections, facial expressions, etc. from communication was clearly shown by the performance of people participating in a social dilemma game who relied on distance technology for communication-these collaborations markedly showed more fragile trust than those that communicated face-to-face.”

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 contrast, communications in virtual teams are often more formal than in colocated settings and focus more on work-related issues [13].”

What the sources say

• ?Not checked — no full text of the sourcecites [13] Berry GR (2011) Enhancing effectiveness on virtual teams: understanding why traditional team skills are insufficient. J Bus Commun (1973) 48(2):186–206 source

In the paper

“These types of informal encounters are particularly important for unstable, dynamic groups [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

“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 [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 [191] Olson GM, Olson JS (2000) Distance matters. Hum Comput Interact 15(2):139–178 source

In the paper

“For example, commitment to the team and project is greatly influenced by trust [28].”

What the sources say

• ?Not checked — no full text of the sourcecites [28] Buvik MP, Tvedt SD (2017) The influence of project commitment and team commitment on the relationship between trust and knowledge sharing in project teams. Proj Manag J 48(2):5–21 source

In the paper

“Communication in virtual teams is a key predictor of various outcomes such as improved performance and increased commitment [76].”

What the sources say

• ?Not checked — no full text of the sourcecites [76] Ferrell JZ, Herb KC (2012) Improving communication in virtual teams, pp 1–7. https://www.siop.org/Research-Publications/SIOP-White-Papers source

In the paper

“Furthermore, the effectiveness, reliability, and usefulness of the CMC technology used by the virtual team affects 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

“Prior work has identified team communication as one of the fundamental challenges associated with virtuality [5].”

What the sources say

• ?Not checked — no full text of the sourcecites [5] Alsharo M, Gregg D, Ramirez R (2017) Virtual team effectiveness: the role of knowledge sharing and trust. Inf Manag 54(4):479–490 source

In the paper

“In addition, virtual teams that develop trust early may notice information confirming the competence of their team members and may not notice contradicting evidence [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

“However, these types of informal interactions more commonly occur face-to-face [193].”

What the sources say

• Not checked yetcites [193] Olson JS, Olson GM (2006) Bridging distance: empirical studies of distributed teams. In: Proceedings of human factors in MIS’06, vol 2, pp 27–30

In the paper

“Taking social approaches, such as promoting social exchanges early on in the life of a project [123], or creating opportunities for casual, non-work-related interactions between collaborators [193], can improve trust.”

What the sources say

• ?Not checked — no full text of the sourcecites [123] Jarvenpaa SL, Leidner DE (1998) Communication and trust in global virtual teams. JCMC 3(4):791–815 source
• Not checked yetcites [193] Olson JS, Olson GM (2006) Bridging distance: empirical studies of distributed teams. In: Proceedings of human factors in MIS’06, vol 2, pp 27–30

In the paper

“Furthermore, [186] identified face-to-face communication as having an 'irreplaceable' role in building and repairing trust.”

What the sources say

• Not checked yetcites [186] O’Hara-Devereaux M, Johansen R (1994) Globalwork: bridging distance, culture, and time. Jossey-Bass Pub, San Francisco

In the paper

“In fact, building mutual trust and personal knowledge about collaborators is more important to a good collaboration than resolving technical issues [250].”

What the sources say

• ?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

“Swift trust in virtual teams is particularly fragile due to the unexpected disruptions and differences across time, distance, organization, and culture in virtual teams [266].”

What the sources say

• ?Not checked — no full text of the sourcecites [266] Watson-Manheim MB, Chudoba KM, Crowston K (2012) Perceived discontinuities and constructed continuities in virtual work. Inf Syst J 22(1):29–52 source

In the paper

“and can be considered the 'glue' that holds collaborations together [48].”

What the sources say

• ?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

“This is as a result of limited opportunities for the informal and unintentional information exchanges that often happen in shared spaces such as the hallway, water cooler, or parking lot [13].This in turn diminishes a virtual team's ability to share knowledge [92].”

What the sources say

• ?Not checked — no full text of the sourcecites [13] Berry GR (2011) Enhancing effectiveness on virtual teams: understanding why traditional team skills are insufficient. J Bus Commun (1973) 48(2):186–206 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

“This influence may be further affected by the manner in which communication technology is used, since irregular, unpredictable, and inequitable communication between collaborators hampers trust [123].”

What the sources say

• ?Not checked — no full text of the sourcecites [123] Jarvenpaa SL, Leidner DE (1998) Communication and trust in global virtual teams. JCMC 3(4):791–815 source

In the paper

“Some prior work [128] reports positive effects of trust on performance while others report negligible or no effects [124].”

What the sources say

• ?Not checked — no full text of the sourcecites [128] Kanawattanachai P, Yoo Y (2002) Dynamic nature of trust in virtual teams. J Strateg Inf Syst 11(3–4):187–213 source
• ?Not checked — no full text of the sourcecites [124] Jarvenpaa SL, Shaw TR, Staples DS (2004) Toward contextualized theories of trust: the role of trust in global virtual teams. Inf Syst Res 15(3):250–267 source

In the paper

“Additionally, several studies (e.g., [116,142,188]) showed that low trust caused by distance affected workers' identification of themselves as belonging to a team spanning locations.”

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 [142] Kotlarsky J, Oshri I (2005) Social ties, knowledge sharing and successful collaboration in globally distributed system development projects. Eur J Inf Syst 14(1):37–48 source
• ?Not checked — no full text of the sourcecites [188] O’Leary MB, Mortensen M (2010) Go (con) figure: subgroups, imbalance, and isolates in geographically dispersed teams. Organ Sci 21(1):115–131 source

In the paper

“Often in co-located collaborations, informal communication (i.e., 'coffee talk' [57]) accounts for up to 75 minutes of a workday [102].”

What the sources say

• ?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

In the paper

“This finding agrees with Olson and Olson's assertion that the presence of video when communicating helps in situations where workers are not familiar with each other [193].”

What the sources say

• Not checked yetcites [193] Olson JS, Olson GM (2006) Bridging distance: empirical studies of distributed teams. In: Proceedings of human factors in MIS’06, vol 2, pp 27–30

In the paper

“These issues have detrimental effects on collaborations that can delay or even halt the progress of a project.”

In the paper

“As a result of their early development of trust, members of these teams also gain the confidence to engage in normative actions that sustain both trust and later performance [48].”

What the sources say

• ?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

“It is unsurprising then that trust development is enhanced by facilitating an initial face-to-face meeting at the beginning of a team's relationship [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

“In contrast, when teams do not have this extensive experience, there is a greater need for synchronous CMC technology [60].”

What the sources say

• ?Not checked — no full text of the sourcecites [60] Dennis AR, Fuller RM, Valacich JS (2008) Media, tasks, and communication processes: a theory of media synchronicity. MIS Q 32(3):575–600 source

In the paper

“Geographic barriers to faceto-face communication include an increase in cost and logistics [2] and the burdens of travel in terms of money and time [11].”

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 [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

“It is unsurprising, then, that traveling for obtaining face-to-face contact is imperative for project success [116].”

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

In the paper

“Furthermore, virtual teams that rely on CMC technology (e.g., instant messaging) to supplement communication in the absence of face-to-face interactions may have difficulties in their decision-making processes [173].”

What the sources say

• ?Not checked — no full text of the sourcecites [173] McNamara K, Dennis AR, Carte TA (2008) It’s the thought that counts: the mediating effects of information processing in virtual team decision making. Inf Syst Manag 25(1):20–32 source

In the paper

“Furthermore, when teams use email for communication, it becomes difficult to determine whether the information contained within the email was understood in the absence of vocal and nonverbal cues [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

“Since remote collaborations must rely on technology in lieu of face-to-face communication, the level of technical competence of the team members can pose an additional challenge [193].”

What the sources say

• Not checked yetcites [193] Olson JS, Olson GM (2006) Bridging distance: empirical studies of distributed teams. In: Proceedings of human factors in MIS’06, vol 2, pp 27–30

In the paper

“As a result, remote collaborators are often excluded from spontaneous decisions that are made outside formal meetings [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

“Finally, virtual teams that do not meet face to face may be better at adapting their conceptualization of a task in response to a team member completing a task in a novel manner [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

“Thus, the choice of CMC technology has a heavy influence on communication because each method offers a different capacity to convey verbal and nonverbal cues [178].”

What the sources say

• ?Not checked — no full text of the sourcecites [178] Montoya MM, Massey AP, Hung YTC, Crisp CB (2009) Can you hear me now? Communication in virtual product development teams. J Prod Innov Manag 26(2):139–155 source

In the paper

“Teams that are unable to adopt and integrate basic technology into their everyday workflow are unlikely to use more complicated and sophisticated collaboration technology (e.g., multi-pane videoconferencing) [191] that may better support visual and verbal cues, enriching distance communication.”

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

In the paper

“This lack of face-to-face contact results in virtual teams having a lower sense of cohesion and personal rapport between team members [263].”

What the sources say

• ?Not checked — no full text of the sourcecites [263] Warkentin ME, Sayeed L, Hightower R (1997) Virtual teams versus face-to-face teams: an exploratory study of a web-based conference system. Decis Sci 28(4):975–996 source

In the paper

“For example, when teams have experience with the task at hand, with each other, and with their communication method, there is less of a need for synchronous CMC technology (e.g., video conferencing) [60].”

What the sources say

• ?Not checked — no full text of the sourcecites [60] Dennis AR, Fuller RM, Valacich JS (2008) Media, tasks, and communication processes: a theory of media synchronicity. MIS Q 32(3):575–600 source

In the paper

“Opportunities for informal interactions are greatly reduced by geographic distance between collaborators [93,132].”

What the sources say

• ?Not checked — no full text of the sourcecites [93] Grinter RE (2003) Recomposition: coordinating a web of software dependencies. J CSCW 12(3):297–327 source
• Not checked yetcites [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

“Furthermore, compared to face-to-face feedback, computer-mediated feedback reduces perceptions of fairness [3].”

What the sources say

• ?Not checked — no full text of the sourcecites [3] Alder GS, Noel TW, Ambrose ML (2006) Clarifying the effects of internet monitoring on job attitudes: the mediating role of employee trust. Inf Manag 43(7):894–903 source

In the paper

“As a result, communication timeliness has a higher influence on 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

“Members of virtual teams may also divide their attention between various tasks while simultaneously participating in teamwork interactions due to the asynchronous nature of communication media, resulting in a lack of investment in the tasks [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

“Furthermore, the level of technical infrastructure can also create collaboration challenges [193].”

What the sources say

• Not checked yetcites [193] Olson JS, Olson GM (2006) Bridging distance: empirical studies of distributed teams. In: Proceedings of human factors in MIS’06, vol 2, pp 27–30

In the paper

“However, it is important to note that, like in the case of the telephone, initiating spontaneous communication could be perceived as intrusive [144].”

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

“Both shared context [108] and a shared sense of team identity have a moderating effect on conflict [108, 179], particularly task and affective conflict [108,179].”

What the sources say

• ?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
• ?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

In the paper

“In some cases, this unavailability causes the collaborator in need of help to make assumptions based on local culture and preferences in order to reach an immediate resolution of issues-which can cause rework when these assumptions are incorrect [250].”

What the sources say

• ?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 fact, scheduling global meetings can be virtually impossible for this reason [250].”

What the sources say

• ?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

“Conflict related to processes can be effectively handled using asynchronous communication technologies that also document the team's agreements regarding tasks and responsibilities [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

“Furthermore, missing information and miscommunications between geographically distant sites result in teammates making harsh attributions about their collaborators at other locations [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

“Additionally, reduced overlap in work hours results in coordination delays [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

“From the identification of these challenges, we can clearly see that existing tools and infrastructures have limitations that are preventing communication technology from fully supporting informal interactions.”

In the paper

“There are also more instances of task conflict in teams that rely heavily on communication technology [179].”

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

In the paper

“One pervasive issue is the development of geographically based subgroups within a collaboration that provoke us-versus-them attitudes [8,46].”

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 [46] Cramton CD (2001) The mutual knowledge problem and its consequences for dispersed collaboration. Organ Sci 12(3):346–371 source

In the paper

“Bjørn and Ngwenyama found that in some virtual teams, communication would become limited to temporally co-located teammates because it was easier, bypassing teammates at other sites who should have been included [14].”

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

“This effect is especially unfortunate given that temporal distance makes repairing the consequences of misunderstandings and reworking portions of the project more costly [73].”

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

In the paper

“Conflicts frequently occur as a consequence of assumptions and incorrectly interpreted communications [103].”

What the sources say

• ?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

“In particular, geographically distributed teams are more susceptible to interpersonal [108] and task-based conflict [108,179].”

What the sources say

• ?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
• ?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

In the paper

“Video-conferencing technologies are particularly suited for this situation being both synchronous and media rich [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

“Furthermore, stage at which a virtual team is at in their development will also affect communication [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

“One key disadvantage to high temporal distance is the reduced number of overlapping work hours between collaboration sites [11,33,132].”

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 [33] Casey V, Richardson I (2004) Practical experience of virtual team software development. https://ulir.ul.ie/bitstream/handle/10344/2149/2004_Casey.pdf?sequence=2 source
• Not checked yetcites [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

“Task related conflict, for example, is best managed through synchronous communication technologies such as video-conferencing [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

“For example, a distant teammate may not be available when their expertise is needed [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

“In fact, time zone differences and time shifts in work patterns can be manipulated to either decrease or increase temporal distance [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

“Spontaneous communication-which, as previously discussed, is primarily achieved face-to-face-has been demonstrated to mitigate conflict in virtual teams, particularly due to its role in facilitating the identification and handling of conflict [108].”

What the sources say

• ?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

“Furthermore, as with geographic distance, temporal distance decreases the number of opportunities for informal communication [93,132] since the window in which all collaborators are available is small.”

What the sources say

• ?Not checked — no full text of the sourcecites [93] Grinter RE (2003) Recomposition: coordinating a web of software dependencies. J CSCW 12(3):297–327 source
• Not checked yetcites [132] Kiel L (2003) Experiences in distributed development: a case study. In: Proceedings of international workshop on global software development at ICSE’03