Abstract
This study addresses the challenges of digitally transforming teams from conventional to virtual environments in response to the unique conditions of a global pandemic lock-down and the need for business survival, rather than as a proactive strategic move initiated and encouraged by senior management. Based on dynamic capabilities theory, we use 18 in-depth interviews to identify the skills and capabilities required for successful transition at the individual and organizational levels. First, at the individual level, communication differences (i.e., informal vs. formal, spontaneous vs. structured, and synchronous vs. sequential) were identified when comparing conventional and virtual teams. Second, at the organizational level, this study identified several challenges related to the digital transformation of teams (e.g., onboarding challenges, barriers in the virtual environment, structural challenges, new team roles such as change manager, chief officer of happiness, etc.). Finally, seven different digital dynamic capabilities are proposed for teams transforming to a virtual environment.
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