Virtual Team Differences

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their opinions. However, other cultures are indirect with communication to avoid conflict. They report that these cultures may instead use indirect techniques such as written communication, and rituals. Furthermore, an individual’s culture may effect their motivation within virtual teams to seek and give out personal information (as cited in Bergiel, Bergiel, & Balsmeier, 2008). According to Shepherd (2008), differences in languages and behavioral patterns originating from cultural factors can create misunderstanding within a virtual team (as cited in Barnwell et al., 2014; Kayworth & Leidner, 2001). Again, because virtual team members can come from all over the world, it is possible for members to speak different languages (Dube, &Pare, …show more content…
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,
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(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.,

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