Abstract
Increasingly, various tasks are being conducted by dispersed teams. However, such teams lack a common context, and knowledge gaps exist among dispersed team members making collaboration difficult. This paper seeks to examine whether and how properties of team context (e.g., familiarity with team members and task) have the potential to moderate the effects of structure of team context (e.g., dispersion) on dispersed team collaboration. Further, this paper teases out these effects in teams with a varying extent of dispersion. Findings offer evidence that a unique constraint of distance that dispersed teams face may not be the key factor that determines their performance.
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