Virtual team interaction: assessment, consequences, and management

Abstract

Virtual teams are typically made up of geographically dispersed experts, supported by computer‐based communication technologies. Though increasingly popular this is still a relatively unstudied organizational form. Virtual team membership is typically based solely on needed expertise; the teams rarely have any history of interaction and their performance potential is unknown. Research shows that teams exhibit constructive, passive, and aggressive interaction styles, which have significant effects on the decisions the teams produce as well as the teams’ satisfaction with those decisions. We present managerial tools for the assessment of conventional and virtual team interaction styles. We detail how the tools are used, and we also discuss how the styles manifest in each medium, and their effects. We give suggestions to team managers on how to use the insights the tools provide to manage their virtual teams for optimal performance.

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