Distribution Of Groups Research Articles

Compare and Contrast of Knowledge Sharing in Virtual Teams in IT Companies and Manufacturing Industries using the Theory of Planned Behavior

The purpose of this research work is to Compare and Contrast of Knowledge Sharing in Virtual teams in IT companies and Manufacturing industries Using the Theory of Planned Behaviour. In this research study, we understand the Theory of Planned Behaviour (TPB) Models with Structural Equation Modeling Methodology. In this research study, we use TOOLS like IBM SPSS (Statistical Package for Social Sciences), IBM AMOS, TABLEAU. Scope of Virtual Teams Though virtual teams hope deeply on information and communication technology but it is not just circumscribed to the IT industry. Today almost every industry sector extending from construction, academics, manufacturing, non-profit, automotive and healthcare and to retail are promoting virtual teams. From corner to corner of the world, on one hand loftier organizations like Hewlett Packard, Whirlpool, Texas Instruments, British Petroleum etc with their gigantic possessions and proficiencies fascinated on the doles of virtual teams to strengthen their efficiency and services to customer. Fundamentally all principal occupations or job roles like Research and development, engineering, finance, sales, logistics, business development and Human resources can be consummated in a virtual atmosphere. As Covid 19 affected the globe and made a huge loss, virtual teams supported the tantrum hence letting the company employees not to fail in performing their job roles.

Psychological safety in online interdisciplinary student teams: What teachers can do to promote an effective climate for knowledge sharing, collaboration and problem-solving

Interdisciplinary complex problem-solving relies on psychologically safe teamwork where individuals feel confident to speak up with unique knowledge, or voice dissent. Existing studies on psychological safety (PS) have mainly concentrated on developing diagnostic tools and categorising the antecedents to psychologically safe interactions in face-to-face teams. Few focus on the establishment and maintenance of psychological safety in online teamwork, let alone in the context of now-prevalent online learning in higher education. Leveraging the natural experiment in online teaching and learning brought about by COVID-19 lockdowns, we conducted a preliminary study that combines quantitative and qualitative methods to examine the extent to which, and how, undergraduates experience psychological safety in virtual teams. Students reported experiencing relatively high psychological safety in their collaborations, yet the results also suggest that specific elements of instructional design were needed to support the establishment and maintenance of psychological safety in the online environment. These measures include extra provision for timetabled group work, demonstrating openness and curiosity, designing assessment tasks that necessitate diverse contributions and normalising constructive failure through iterative feedback. Pedagogical tools and practices related to these measures can help online student teams build and sustain psychologically safe collaboration to optimise problem-solving and innovation.

Hybrid Teamwork: What We Know and Where We Can Go From Here.

Hybrid teamwork, which describes any combination of one's work time spent across organizational and other (typically domestic) work settings, has become a critical aspect of modern work environments. However, despite the rising prevalence and technological support for hybrid teamwork, there is limited understanding of its impact at the team level. Although we still lack research that addresses the dynamic geographic configurations inherent to hybrid teamwork, we believe that much of the extant literature on virtual teamwork can inform our understanding and guide future research. Accordingly, this paper aims to advance knowledge on hybrid teamwork by defining its unique characteristics and critically reviewing three broad classes of theory from the virtual teams literature and their implications for understanding hybrid teamwork. Based on both contributions and limitations of these three theory classes, we conclude this paper by mapping out pressing questions to guide future research.

Virtual Teams: Taking Stock and Moving Forward.

The papers in this Special Issue show that virtual teamwork is a complex phenomenon that depends on a multiplicity of team, task, and environmental factors. In this editorial, we begin with a short review of the main perspectives through which virtual teams have been studied. From there, we move to an overview of the papers in this Special Issue. To conclude, we discuss potential avenues for future research based on the collection of papers in this issue.

Patient-Reported Outcomes Improve with a Virtual Diabetes Care Model that Includes Continuous Glucose Monitoring.

Background: The objective was to examine patient-reported outcomes (PROs) associated with access to a virtual clinic model for diabetes care. Methods: Adults with diabetes (N = 234) received virtual care, including support for continuous glucose monitoring (CGM) over a 6-month study period. Care was led by a Certified Diabetes Care and Education Specialist and focused on optimizing self-management skills and response to glucose values observed on CGM. After 6 months of CGM use and access to diabetes education, participants could opt in to another 6 months of follow-up with access to the virtual care team. Participants completed PRO surveys and had health and glycemic measures collected at baseline, 3, 6, and 12 months. Results: Participants with type 1 diabetes (N = 160) were 44 ± 14 years and had mean baseline HbA1c of 61 mmol/mol (7.7%). Participants with type 2 diabetes (N = 74) were 52 ± 12 years and had mean baseline HbA1c of 66 mmol/mol (8.2%). Compared with baseline levels, at 6 months participants experienced less depression, diabetes distress, and hypoglycemic fears while also experiencing greater satisfaction with glucose monitoring, diabetes technology and specifically with CGM, and confidence for managing hypoglycemic (p < 0.05). For participants with type 1 diabetes, more time in the target range for glucose levels (70-180 mg/dL) was associated with less depression, diabetes distress, and hypoglycemic fears. Conclusions: PROs improved for adults with diabetes utilizing virtual diabetes care, including support for CGM use. Paired with the glycemic improvements observed in this virtual clinic study, there were robust benefits on the quality of life of adults with diabetes. ClinicalTrials.gov Identifier: NCT04765358.

Tackling adversity with open minds: Team personality composition facilitates shared leadership and team resilience

AbstractResilient teams can efficiently resolve disruption and overcome adversity. Despite growing interest in building and maintaining resilient teams, our understanding of the factors that promote team resilience necessitates further theorizing and empirical testing. Based on conservation of resources and shared leadership theories, we propose that team member personality (i.e., mean openness to experience) serves as a resource that facilitates team resilience via shared leadership. Further, we argue that the strength of influence of shared leadership on team resilience is contingent on the variance of openness to experience scores among team members. We draw our conclusions from three studies (i.e., two recall experiments and a multi‐source field study) involving working professionals in virtual teams. Our findings shed light on the interactive role of team member personality in explaining team resilience, thereby extending our knowledge of the personality predictors of shared leadership and team resilience.

A configurational analysis of university ranking, cognitive ability and cultural intelligence in global virtual teams: The role of academic pedigree

Previous research examining the GVTs with business students from different universities and with different characteristics has begun to reveal significant findings on team compositions leading to team performance. However, few studies have addressed academic pedigree at the team level and examined its relationship with team performance. This study explores the configurations of academic pedigree, cognitive ability (IQ), and cultural intelligence (CQ) that lead to high levels of performance in GVTs. We performed a fuzzy-set Qualitative Comparative Analysis on a sample of 3688 students nested within 731 GVTs participating in an international project. The results show that three configurations could achieve the same outcome equally and effectively. In particular, two configurations show that IQ and CQ within teams led to high team performance when either the academic pedigree average or the academic pedigree diversity is not high. The third configuration reveals that IQ combined with academic pedigree average and the presence of a team member from a highly ranked institution results in high levels of team performance when academic pedigree diversity is not high. This study offers insights into configurational relationships between team compositions and performance in GVTs, explaining when and if academic pedigree impacts team performance.

Path-specific causal decomposition analysis with multiple correlated mediator variables.

A causal decomposition analysis allows researchers to determine whether the difference in a health outcome between two groups can be attributed to a difference in each group's distribution of one or more modifiable mediator variables. With this knowledge, researchers and policymakers can focus on designing interventions that target these mediator variables. Existing methods for causal decomposition analysis either focus on one mediator variable or assume that each mediator variable is conditionally independent given the group label and the mediator-outcome confounders. In this article, we propose a flexible causal decomposition analysis method that can accommodate multiple correlated and interacting mediator variables, which are frequently seen in studies of health behaviors and studies of environmental pollutants. We extend a Monte Carlo-based causal decomposition analysis method to this setting by using a multivariate mediator model that can accommodate any combination of binary and continuous mediator variables. Furthermore, we state the causal assumptions needed to identify both joint and path-specific decomposition effects through each mediator variable. To illustrate the reduction in bias and confidence interval width of the decomposition effects under our proposed method, we perform a simulation study. We also apply our approach to examine whether differences in smoking status and dietary inflammation score explain any of the Black-White differences in incident diabetes using data from a national cohort study.

Motivation in Virtual Teams: A Dynamic Exploration of Trajectories and Contextual Associations

Motivation in Virtual Teams: A Dynamic Exploration of Trajectories and Contextual Associations

Telemedicine and Teamwork Among Health Care Professionals: State of the Science.

Background: As telemedicine becomes further rooted in standard patient care delivery, it is critical to understand how it may affect teamwork among health care providers. Understanding the state of the science between telemedicine and teamwork is an important first step. Obejctive: The purpose of this state-of-the-science review was to synthesize the published research on teamwork within the context of telemedicine. Methods: Data abstraction and analysis were structured following the Virtual Team Performance and the "Big Five" of Teamwork theoretical frameworks. The concepts within these models were used to organize data extraction. This state of the science used the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) guidelines. Results: A total of 14 studies met the inclusion criteria after final review. The most common variables were communication, tasks, leadership, team orientation, and team cohesion. Despite variable commonalities across the included articles, there was a discrepancy between improved and reduced teamwork outcomes with telemedicine. Conclusions: Multiple teamwork variables are influential across health care teams using telemedicine technologies-those that include communication, task facilitation, leadership, team orientation, and cohesion appear to have the greatest impact. However, it is not an individual teamwork variable, type of technology, or care environment alone that influences positive or negative outcomes among health care teams using telemedicine. Instead, it is a combination of factors and mechanisms that facilitate or hinder teamwork outcomes. A comprehensive model that describes the interaction of these common variables in teamwork among blended virtual and in-person health care teams is needed.

Virtual Multidisciplinary Team Meetings: A Tool to Increase Radiology Access in Global Health Settings

Virtual Multidisciplinary Team Meetings: A Tool to Increase Radiology Access in Global Health Settings

Generative Artificial Intelligence (GAI) in Global Virtual Teams

Generative Artificial Intelligence (GAI) in Global Virtual Teams

Impact of the Timing of Entry and Team Diversity on Global Virtual Team Members’ Contributions

Impact of the Timing of Entry and Team Diversity on Global Virtual Team Members’ Contributions

Unlocking the Power of Joining a Virtual Team: Heterogeneous Impacts of Team Signaling in Telehealth

Unlocking the Power of Joining a Virtual Team: Heterogeneous Impacts of Team Signaling in Telehealth

The Dual Effects of Team Virtuality on Employees’ Work and Life

The Dual Effects of Team Virtuality on Employees’ Work and Life

How Does Team Virtuality Influence Work-Life Balance: A Moderated Mediation Model

How Does Team Virtuality Influence Work-Life Balance: A Moderated Mediation Model

Adaptive virtual team planning and coordination: a mathematical programming approach

Purpose The rise of remote work increasingly requires organizations to coordinate a single large, consolidated talent pool into ad-hoc, short-term project teams on demand. This problem involves many simultaneous considerations including project revenues and rejection costs, conflicting projects and roles, worker assignment costs, worker utilization preferences and limits, worker reassignment costs, and arbitrary role start and end times. Moreover, plans must be continuously updated in response to changing circumstances. This paper addresses the problem of dynamic virtual team planning and coordination. Design/methodology/approach We show this problem is NP-hard and provide a dynamic mixed integer linear programming (MILP) formulation for both optimal initial plan generation as well as continuous plan adjustment and re-optimization. We utilized a factorial experiment design to generate benchmark problems spanning a wide range of characteristics and conducted extensive computational experimentation using a common MILP solver. Findings Exactly optimal solutions to large, realistically sized problems were consistently obtained in short amounts of time. All observed solution times were sufficient to support the operational decision-making requirements of real-world virtual team coordination, demonstrating the viability of this approach. Practical implications The approach developed in this research can enable organizations to optimally coordinate virtual teams on a large scale and continually adjust plans in response to changing circumstances, all in an automated manner. Originality/value This paper addresses a new and complex problem of increasing importance to organizations due to the rise in remote work. We provide a problem formulation and exact approach for optimally solving both the planning and re-planning aspects of this problem.

Technology Use Factoring into Virtual Group Performance

ABSTRACT Virtual teams have become common in business, and their continued growth warrants examination as to the characteristics that contribute to their success. Much of the research acknowledges use of technology as a key element of virtual group success, but quantitative analysis of the independent and dependent variables that contribute to that success is lacking. To be more precise in the examination of variables contributing to project success, and to communicate more effectively with regard to this research, we need to operationally define these contributing factors. Using measurable variables this research examines the effect of technology use on team success with a business plan and cost risk benefit analysis. More granular examination of success variables in virtual groups will make us more precise in understanding and replicating research as well as groups success. This learning exercise predicates on the precepts of social constructivism.

Interplay of paradoxical virtual leadership and psychological contract violation – impact on organizational citizenship behavior

PurposeThe daunting task of managing knowledge workers virtually has not always yielded positive results. This empirical work discusses the impact of Virtual Leadership on Organizational Citizenship Behavior. The study investigated how Psychological Contract Violation moderates the relationship between Virtual Leadership and Organizational Citizenship Behavior.Design/methodology/approachData was collected from 392 IT engineers working in software companies in India. The cross-sectional data was analyzed using Warp-PLS software, IBM SPSS and IBM Amos.FindingsThe results support the proposition that virtual leadership is negatively associated with Organizational citizenship behavior, at sub-dimension levels except obedience. The moderating role of psychological contract violation is also established by the results.Practical implicationsVirtual leaders should demonstrate collaborative behaviors to generate organizational citizenship behavior among team members. Leaders should be imparted training to enable them to adapt themselves to virtual environment. This study highlights the paradoxical nature of virtual leadership and opens the possibilities for future research.Originality/valueThe study is one of the first to report a negative association between Virtual leadership and Organization citizenship behavior. There is uniqueness in the use of the “Contingency theory of leadership” to explain the difficulties faced while managing a virtual team.

When Interruption Becomes Innovation: How Integrated Behavioral Health in Primary Care Adapted During COVID-19.

Integrated behavioral health (IBH) delivered in primary care is critical to addressing the growing behavioral health crisis in the United States. COVID-19 prompted changes to the core components of IBH, causing the model to shift. The specifics of how IBH teams adapted and what these adaptations mean for the future of IBH teams in primary care are uncertain. We conducted individual interviews with IBH team members using a semistructured interview guide. A purposive convenience sample consisted of primary care clinicians (N=20) from nine states. We used qualitative thematic analysis to code and generate themes. Four themes emerged: (a) permanent changes to the physical structure of the team; (b) increased reliance on technology for team communication; (c) shift in team collaboration, often occurring asynchronously; and (d) telehealth embraced for IBH. COVID-19 interrupted the originally designed IBH model of team-based care. Changes to the physical proximity of team members disrupted all other components of IBH, requiring adapted workflows, communication via digital channels, virtual team building, asynchronous care coordination, and remote service delivery. Long-term evaluation of these innovations is needed to examine whether shifts in core components impact model efficacy. Training family medicine, primary care, and behavioral health clinicians for these adapted models of IBH will be needed.