Abstract
The paper combines insights from social identity theory and organizational network theory to specify the conditions under which social capital can induce negative attitudes in global virtual teams. The structural configuration of social capital has crucial implications for the sociocognitive processes causing individuals to adopt negative attitudes to out-group members. The paper evaluates both the negative implications of structural configurations on out-group perceptions, which are important precursors to successful intergroup interaction in global virtual teams. We collected data from 160 actors across 40 global virtual teams embedded within three separate organizations. 34 social identity groups were detected and ties between and within the groups were investigated. Our analyses provide insights on the roles of social identity groupings and social capital as well as in-group brokerage and interactions on (negative) perceptions of other group members in global virtual teams.
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