Rethinking Virtuality and Its Impact on Teams
Open accessAbstract
We propose an extension of the Hollenbeck, Beersma, and Schouten team context model to include a fourth dimension: virtuality—the distance between team members. Based on an analysis of 29 unique approaches to conceptualizing virtuality and a critical comparison of these approaches with the Hollenbeck et al. framework, we recommend that virtuality be measured, along with skill differentiation, authority differentiation, and temporal stability when conducting team research. We conclude that the addition of this redefined construct, virtuality, is warranted based on the following: (a) its uniqueness versus the other dimensions, (b) its impact on team outcomes, and (c) the moderating or interaction effects between virtuality and the other contextual dimensions.
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Most research conceptualizes team virtuality as a construct with two dimensions: geographical dispersion and reliance on technology.
“Most research conceptualizes team virtuality as a construct with two dimensions: geographical dispersion and reliance on technology153,155.”
From Understanding and shaping the future of work with self-determination theory (2022) · cites this paper as [155]
In the “Rethinking Virtuality” section (page not provided), the paper’s review says that multidimensional definitions range from two to six dimensions, with the largest group—11 of 25—identifying three, not two. Its table includes geographic dispersion and technology mediation as one proposed two-dimensional definition, but does not present that definition as the one used by most research. (LLM, conf=0.90)
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Cited by
Sorted by citations
Understanding and shaping the future of work with self-determination theory
Gagné, M., Parker, S. K., Griffin, M. A., Dunlop, P. D., Knight, C., Klonek, F. E., & Parent-Rocheleau, X. (2022) · Nature Reviews Psychology · doi:10.1038/s44159-022-00056-w · Cited by 434 · see citing works
Team Dispersion and Performance: The Role of Team Communication and Transformational Leadership
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- Authors
- Foster, M. K., Abbey, A., Callow, M. A., Zu, X., & Wilbon, A. D.
- Affiliations
- Morgan State University (US)
- Howard University (US)
- Venue
- Small Group Research
- Publisher
- SAGE Publications
- Published
- 2015-02-26
- Volume
- 46
- Issue
- 3
- Pages
- 267-299
- ISSN
- 1046-4964 (ISSN-L)
- 1552-8278
- OpenAlex
- W2149622392
- Cited by
- 71
- References
- 92
- Citations by year
- 2025: 6 · 2024: 4 · 2023: 7 · 2022: 8 · 2021: 12 · 2020: 6 · 2019: 8 · 2018: 8 · 2017: 4 · 2016: 5 · 2015: 3
- FWCI
- 10.94
- Type
- journal article
- Language
- en
- Open access
- bronze
- doi.org
- Locations
- Small Group Research (publishedVersion)
- Topics
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Social Sciences › Education › Online and Blended Learning
- Social Sciences › Sociology and Political Science › Conflict Management and Negotiation
- Keywords
- virtuality, temporal stability, team outcomes, moderating effect, team context
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