The effect of team learning behaviours on team effectiveness in virtual teams.
Degree GrantorUniversity of Canterbury
Degree NameMaster of Science
The present study serves as an updated study on team virtuality in relation to team effectiveness and team learning behaviour. Because computer-mediated communication that virtual teams are based on is improving every year, and because the global workforce is increasingly exposed to and becoming comfortable with technology, older research on virtual teams might prove to be outdated. Also, past research has not taken a deeper look into the reasons for virtuality’s effects on team effectiveness, particularly in relation to team learning behaviours.
Through a worldwide survey of individuals who are part of work teams, the present study was able to find that different aspects of virtuality affected or related to team effectiveness differently. Workplace mobility was negatively related to team performance errors, but team distribution was significantly negatively related to team performance. Variety of practices negatively moderated two of the team learning behaviour to team effectiveness relationships, but team distribution positively moderated a similar team learning behaviour to team performance relationship. Overall, virtuality is not simply the obstacle to team effectiveness as past research has painted it to be, but may be more complex than originally thought. It is hoped that the present study will update researchers on the current state of virtual team research, and inspire more practical future research.