Shi Zheng , Ming Yan , Yongyi Liang , Yuanyi Chen , Qi Wei , Shengwen Li
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引用次数: 0
Abstract
Working in virtual teams is increasingly common, and the notion of team virtuality has received considerable academic attention. However, the definitions of team virtuality lack coherence, its theoretical integration is inadequate, and its effects on individual and team performance are not fully understood. To address these gaps, we systematically review the characteristics of team virtuality and its positive and negative effects based on various theoretical perspectives. Through this review, we find that no consensus is reached on the definition of team virtuality, and its dimensions are not fully identified. Moreover, we find that team virtuality positively influences individual and team performance through two mechanisms: resource and information, and motivation and ability. However, it also exerts negative effects through three mechanisms: cognition, emotion and relationship, and technology and media. Based on these findings, we propose several potential directions for future research: (1) integrate four characteristics of team virtuality by redefining its concept and dimensions based on process virtualization theory, (2) integrate the positive and negative effects of team virtuality using a resources conservation-based model, in which team virtuality positively and negatively affects individual and team performance through personal resource gain and personal resource loss, respectively, (3) integrate the different effects of team virtuality by exploring boundary conditions, and (4) integrate the dual effects by investigating the curvilinear relationship between team virtuality and its outcomes.
期刊介绍：
The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding.
Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.
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