According to Hertel et al. (2005), non-job related communication aids in improving minimal cohesion between members in virtual teams. A study conducted by Hofner Saphiere (1996) demonstrated that more successful teams had more non-job related communication, than compared with the teams that were less productive (as cited in Hertel et al., 2005). In a similar study it was found that team effectiveness and satisfaction correlated positively with non-task related communication (as cited in Hertel et al., 2005). Additionally, it has also been shown through research that this type of communication can facilitate not only cohesion, and trust, but member motivation and cooperation in computer mediated teams as well (as cited in Hertel et al., 2005).
In situations where all forms of communication cannot be utilized, and teams include varies cultures, it is important for the team leader to ensure that the communication is acceptable, sensitive to culture, and consistent in order to achieve team goals (Barnwell et al., 2014; Malhotra, Majchrzak, & Rosen, 2007). Similar to face-to-face teams in organizations, virtual teams also benefit from a motivating reward system. The key is in order for reward systems to be motivating to members; they must be adjusted to the various aspects of a team, such as with the team goals, diversity, etc. (as cited in Hertel et al., 2005). The premise of the reward system is to be used to reward members who exhibit behaviors …show more content…
(2006), instrumentality is described as how a member perceives the importance of their contributions. Studies completed on virtual teams have shown that increased levels of indispensability of individual contributions correlate with increased performance and member motivation (as cited in Geister et al., 2006). Built on the social cognitive theory by Bandura (1986), self-efficacy is described as members’ of the virtual teams perceived ability to perform specific tasks (Hertel et al., 2005; Geister et al., 2006). Lastly, trust, which has been addressed the most in research literature, refers to the expectancy in other members and the team process that they will be dependable, and reliable,in regard to both interpersonal trust and in the electronic support system (Hertel et al., 2005; Geister et al.,