Virtual teams in a gig economy.

While the gig economy provides flexible jobs for millions of workers globally, a lack of organization identity and coworker bonds contributes to their low engagement and high attrition rates. To test the impact of virtual teams on worker productivity and retention, we conduct a field experiment with 27,790 drivers on a ride-sharing platform. We organize drivers into teams that are randomly assigned to receiving their team ranking, or individual ranking within their team, or individual performance information (control). We find that treated drivers work longer hours and generate significantly higher revenue. Furthermore, drivers in the team-ranking treatment continue to be more engaged 3 mo after the end of the experiment. A machine-learning analysis of 149 team contests in 86 cities suggests that social comparison, driver experience, and within-team similarity are the key predictors of the virtual team efficacy.

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.

Interprofessional teamwork in healthcare: Observations and the road ahead.

In this effort we draw from the literature on interprofessional teamwork in high reliability organizations from different fields of study, including healthcare, industrial/organizational psychology, and management. We combine this literature with our collective experience to offer five observations on future needs for the field of team science research and practice. These themes include: (1) exploration of nonclinical teams, (2) evaluation of multi-team systems in healthcare, (3) the study of dyad leadership of teams, (4) the proliferation of virtual healthcare teams, and (5) the continuing integration of organizational and team science into the study of interprofessional teams. By presenting these observations, we argue why each is critical to the overall understanding of interprofessional teamwork in healthcare and provide areas for future scholarly advancement that will inform healthcare practice.

How people with intellectual and developmental disabilities on collaborative research teams use technology: A rapid scoping review.

BACKGROUND: We conducted a rapid scoping review to identify how inclusive research teams use technology during the research process that could support remote collaboration during public health emergencies like the COVID-19 pandemic. METHOD: We searched three databases and conducted a hand search. Two independent reviewers screened 1498 abstracts and titles for inclusion criteria; 81 full text articles were further reviewed; 47 were included. We extracted information about each type of technology, categorised technology used during the research process, and documented described accommodations. RESULTS: We identified 47 articles and 94 examples of technologies used by people with intellectual and developmental disabilities throughout the research process: team formation and team function (38), data collection (19), data analysis (17) and dissemination (20). CONCLUSIONS: Technology use by team members with intellectual and developmental disabilities demonstrates promise for remote research collaborations during public health and climate emergencies and teams with members living in diverse locations.

Reimagining e-leadership for reconfigured virtual teams due to Covid-19.

Driven by an unexpected transition into virtual working worldwide as a result of the Coronavirus disease 2019 (Covid-19) pandemic, in this paper, we examine the extent to which existing knowledge from the literature on virtual teams (VTs) spanning two decades can be used to inform how leadership can be exercised in the Covid-19 'new normal', involving 'reconfigured' VTs which have both similarities with, and differences from, earlier VTs. Drawing on existing literature on VTs pre-Covid-19, we explore what current (and future) VTs might look like and what this means for leadership in this new context with an emphasis on how leadership, or e-leadership, can be exercised to help the leaders of traditional, physically collocated teams that had to transition into VTs. These new e-leaders need to come to grips with a variety of new challenges in order to create high-performing and sustainable VTs. Following a semi-systematic, state-of-the-art literature review, we: (a) identify key themes and explain with a theoretical model how existing knowledge can lead to new insights for newly transitioned e-leaders; (b) discuss what future information systems (IS) researchers should focus on given the reconfiguration and new characteristics of VTs in the Covid-19 context; and (c) 'translate' the findings of our synthesis of the existing literature into prescriptive advice that can be used to inform practitioners.

[Social isolation among teleworkers in the context of the COVID-19 pandemic]. / Soziale Isolation im Homeoffice im Kontext der COVID-19-Pandemie: Hinweise für die Gestaltung von Homeoffice im Hinblick auf soziale Bedürfnisse.

BACKGROUND: During the peak times of the COVID-19 pandemic, which were characterized by contact restrictions, many companies initiated telework for their employees due to infection prevention. OBJECTIVE: In this literature review working from home and therefore digital cooperation in a virtual team was investigated, focusing on the organization of occupational health promotion aspects in the context of prevention of social isolation. RESULTS: The current occupational health psychology research identified appropriate and enriched information and communication media accompanied by sufficient and understandable technical support as basic prerequisites for the collaboration of location-independent teams. Also, a continuous socially supporting communication within the team and with the supervisor as well as health-promoting leadership have a positive impact on the employees' mental health. Additionally, individual (digital) health promotion interventions and flexible working hours are recommended. CONCLUSION: These multifactorial approaches to measures derived from the literature are suggested for companies with employees working predominantly from home to reduce work-related adverse health effects from the crisis, especially with respect to social isolation and to promote their employees' health.

Best Practices in Tele-Teaming: Managing Virtual Teams in the Delivery of Care in Telepsychiatry.

PURPOSE OF THE REVIEW: To review and organize best practices around management of virtual teams for psychiatrists working in team-based telepsychiatry services. RECENT FINDINGS: An early but evolving literature in telepsychiatric team-based care is beginning to examine the importance of team function. Psychiatrists will increasingly have opportunities to engage in team-based telepsychiatry in evolving models that improve outcomes, enhance quality, and expand access to behavioral health treatments. While the literature is limited in psychiatry and medicine on virtual teams, there is a growing literature from applied psychology and business. This article synthesizes these findings along with lessons learned from the field to provide recommendations for psychiatrists involved in team-based telepsychiatry. Providing this type of care involves mastering the management of virtual teams. Psychiatrists are well positioned to play a distinctive and central leadership role for team-based telepsychiatry.

A targeted rural postgraduate education programme - linking rural doctors across New Zealand and into the Pacific.

This article describes the University of Otago Rural Postgraduate medical programme, established in 2002 to provide a targeted rural education option for medical practitioners working in rural and remote areas of New Zealand. With both faculty and participants dispersed throughout New Zealand and the Cook Islands embedded in day to day rural clinical practice, this programme uniquely reflects the national and international clinical networks it has been developed to support. It now provides the academic component of two vocational training programmes: the New Zealand Rural Hospital Medicine Training Programme and The Cook Islands General Practice Training Programme. We describe the journey the Rural Postgraduate programme has taken over the last decade: the opportunities, learnings and challenges. The programme is continuing to expand and is creating a growing community of rural and remote practitioners throughout New Zealand and the Pacific.

Being tolerated as a minority group member: an experimental study with virtual teams.

Research on the experience of being tolerated has focused on single events, ignoring the important question of whether the experience of being tolerated depends on previous experiences. We examined whether the experience of being tolerated has a negative impact on minority team members depending on whether they had previously been rejected or fully accepted. In a pre-registered study with 440 participants, we used a recently developed experimental paradigm to simulate workstyle minority status in virtual teams. These participants were randomly assigned to experience rejection or acceptance followed by being tolerated. Experiencing tolerance after rejection was strongly positive, reducing negative well-being, increasing positive future expectations about interactions with majority team members, and reducing people's intention to withdraw from their teams. By contrast, experiencing tolerance after acceptance was weakly but consistently negative, with increased negative well-being, increased negative future expectations, and increased withdrawal intentions. Lastly, despite tolerance being more harmful than acceptance, that harmfulness did not translate into greater willingness to raise one's voice and express discontent about not being valued.

Fluid teams in the metaverse: exploring the (un)familiar.

The metaverse is a new and evolving environment for fluid teams and their coordination in organizations. Fluid teams may have no prior familiarity with each other or working together. Yet fluid teams are known to benefit from a degree of familiarity-knowledge about teams, members, and working together-in team coordination and performance. The metaverse is unfamiliar territory that promises fluidity in contexts-seamless traversal between physical and virtual worlds. This fluidity in contexts has implications for familiarity in interaction, identity, and potentially time. We explore the opportunities and challenges that the metaverse presents in terms of (un)familiarity. Improved understandings of (un)familiarity may pave the way for new forms of fluid team experiences and uses.

Communication style drives emergent leadership attribution in virtual teams.

Leader selection plays a key role in how human social groups are formed and maintained. Leadership is either assigned through formal processes within an organization, or emerges informally through interactions with other group members-particularly in novel contexts. COVID-19 has accelerated the adoption of virtual meetings and more flexible team structures. However our understanding of how assigned leadership influences subsequent leadership emergence in virtual settings is limited. Here we examine the relationship between assigned leadership within an existing organization and subsequent emergent leadership attributions as members engage in virtual interactions. To do so, we created and implemented a novel virtual group decision-making task designed to support quantification of a more comprehensive set of communication style elements, such as speech dynamics and facial expressions, as well as task behaviors. Sixteen members of a real world organization engaged four repeated rounds of a group decision making task with new team members each time. We found participants made novel attributions of emergent leadership rather than relying solely on existing assigned leadership. While assigned leadership did influence leadership attributions, communication style, including amount of speech but also variability in facial expressions, played a larger role. The behavior of these novel emergent leaders was also more consistent with expectations of leadership behavior: they spoke earlier, more often, and focused more on the correct decision than did assigned leaders. These findings suggest that, even within existing social networks, virtual contexts promote flexible group structures that depend more on communication style and task performance than assigned leadership.

The Effect of Empathy on Team Members' Moqi in Virtual Teams: A Moderated Mediation Model.

Purpose: Moqi can help team members facilitate communication without all interlocutors present, so the researchers speculate it can be an efficient communication tool for virtual teams to compensate for its lack of synchronous communication and in-person contact. However, the only study on the predictors of team members' moqi believed that shared understandings could only arise from team tasks. Based on social exchange theory, the current study emphasizes the social and emotional benefits exchanged among team members and explores moqi-making among virtual team members through a lens of relationship-building. Methods: With a two-wave time-lagged survey design, a total of 381 team members from 86 virtual teams in China participated in the study. Hierarchical regression analysis was performed to test the hypotheses. Results: Results confirmed that virtual team members' empathy is conducive to their experiences of high-quality interpersonal relationships (HQIR) and moqi. Relationship closeness positively moderates the link between empathy and experiences of HQIR and the mediating effect. Conclusion: This study helps unveil the significance of compassionate communication and life-giving connections in cultivating virtual team members' moqi and offers meaningful insights for facilitating virtual collaborations.

Factors Driving the Workplace Well-Being of Individuals from Co-Located, Hybrid, and Virtual Teams: The Role of Team Type as an Environmental Factor in the Job Demand-Resources Model.

(1) Background: An essential task for public health and industrial and organizational psychology specialists is maintaining employees' workplace well-being. This has become more difficult with pandemic-induced changes (i.e., the shift to remote work and the rise of hybrid teams). This research adopts a team perspective to explore the issue of workplace well-being drivers. It is hypothesized that the team type (co-located, hybrid, or virtual) should be recognized as a unique environmental factor, resulting in the need for different resources for members of these teams to maintain their well-being. (2) Methods: A correlational study was conducted to systematically compare the relationship (its significance and importance) of a wide range of demands and resources with the comprehensively measured workplace well-being of members of co-located, hybrid, and virtual teams. (3) Results: The results confirmed the hypothesis. The significant drivers of well-being in each team type were different, and the ranking of the most important drivers within each team type varied. (4) Conclusions: Team type should be considered a unique environmental factor, even for individuals from different job families and organizations. This factor should be considered in practice and research employing the Job Demand-Resources model.

A step-by-step guide for mentors to facilitate team building and communication in virtual teams.

As collaborative work in medical education has increasingly moved online, team mentors have had to adapt their practices into the virtual environment. Fostering connection, communication and productivity on virtual teams requires specific skills and deliberate practice that differ from in-person teamwork. Drawing from best practices in business, education and medicine and also from our own experience as a virtual team, we present a guide for mentors to create and sustain successful virtual teams. Grounded in Tuckman's Five Stage Model of Team Development, we offer specific strategies for virtual team mentors to promote team cohesion, mitigate conflict, maintain productivity and leverage the benefits of the virtual environment.

Is participatory leadership conducive to the construction of virtual teams? Based on multi-agent simulation model.

In the Post-COVID-19 Era, with the continuous improvement of the technical level, virtual teams are constantly evolving, and the relationship between leadership and the construction of virtual teams has received more and more attention. It is of great significance to explore the influence of participatory leadership on the construction of virtual teams from a psychological perspective by building a multi-agent simulation model. Based on a simulation platform of NetLogo, the results showed that (1) Participatory leadership is conducive to the expansion of the scale of virtual teams by providing greater space for the development of the members of virtual teams and meeting the team members' requirements of planning and promotion in the environment, which is decentralized and non-authoritative. (2) However, losing management is not conducive to building a reasonable structure of team members under participatory leadership. (3) The scale of virtual teams and the efficiency of the virtual teams all depend on the relationship between participatory leadership, organizational trust, incentive mode, and the balance between cooperation and competition.

Moving from Pedagogy to Andragogy in Biomedical Engineering Design: Strategies for Lab-at-Home and Distance Learning.

Engineering design courses are particularly challenging to deliver in online or distance modalities because of the hands-on, collaborative nature of the design process and the need for physical resources and work spaces. In this work, we describe how we rapidly transformed two design courses in the middle two years of the biomedical engineering (BME) program to an online format during the 2019 coronavirus pandemic. In addition to time and safety constraints, we identified access to design spaces with biochemistry, computing, electronic, computing, and manufacturing tools, and team-based learning as major challenges to distance learning in BME design courses. To this end, we mapped and translated various course and design activities to an online environment using a combination of customized at-home laboratory kits and distributed team structures. Drawing upon our pilot experience as well as principles from online and adult learning theories, we offer an overview of strategies to retain hands-on and team-based activities and rapidly implement BME design courses in online or distance modalities.

[Successful knowledge exchange in virtual teams-how important is social presence?] / Erfolgreicher Wissensaustausch in virtuellen Teams ­ Wie wichtig ist soziale Präsenz?

Effective knowledge sharing is a key process for the success of virtual teams. Several specific challenges like the information technology used, the geographical distribution and the lack of personal contact between team members make it difficult to share knowledge.Current studies on influencing factors of effective knowledge sharing in virtual teams focus either mainly on technical or social factors. In contrast, little attention has been paid to the role of social presence as an interdisciplinary construct. Social presence means the individual or joint experience of a sense of togetherness despite physical distance, which arises in the interaction between the team members while using the existing technology.The present study examines to what extent the experience of social presence influences the success of knowledge sharing in virtual teams.Based on the Critical Incident Technique 26 interviews were conducted with members of virtual teams. The participants described situations in which the virtual knowledge exchange was successful or unsuccessful. The evaluation showed that social presence occurred more frequently in successful situations and emphasized its significance for a successful exchange of knowledge.Practical relevance: Social presence can be positively influenced by media richness and support social processes and relationships in virtual teams. The results can be used to derive implications for virtual collaboration with the aim of optimizing knowledge sharing processes.

Identifying Alternate Resources and Adjusting Expectations for Senior Design Projects During the COVID-19 Pandemic of 2020.

In March 2020, the COVID-19 pandemic required capstone design course instructors to transition to online learning. Student project teams were denied access to resources needed to construct and test prototypes scheduled to be delivered to project sponsors and clients at the end of the semester. Face-to-face collaboration was replaced with virtual team meetings. At Marquette University, efforts to identify (1) barriers to completing projects, (2) potential alternate prototyping resources, (3) adjustments to expectations of teams, and (4) changes to course deliverable requirements were completed. The results of these activities, the thought process used to guide students through the search for alternate resources, and final outcomes of student projects along with a discussion of what was learned from this experience are presented.

The Symphony of Team Flow in Virtual Teams. Using Artificial Intelligence for Its Recognition and Promotion.

More and more teams are collaborating virtually across the globe, and the COVID-19 pandemic has further encouraged the dissemination of virtual teamwork. However, there are challenges for virtual teams - such as reduced informal communication - with implications for team effectiveness. Team flow is a concept with high potential for promoting team effectiveness, however its measurement and promotion are challenging. Traditional team flow measurements rely on self-report questionnaires that require interrupting the team process. Approaches in artificial intelligence, i.e., machine learning, offer methods to identify an algorithm based on behavioral and sensor data that is able to identify team flow and its dynamics over time without interrupting the process. Thus, in this article we present an approach to identify team flow in virtual teams, using machine learning methods. First of all, based on a literature review, we provide a model of team flow characteristics, composed of characteristics that are shared with individual flow and characteristics that are unique for team flow. It is argued that those characteristics that are unique for team flow are represented by the concept of collective communication. Based on that, we present physiological and behavioral correlates of team flow which are suitable - but not limited to - being assessed in virtual teams and which can be used as input data for a machine learning system to assess team flow in real time. Finally, we suggest interventions to support team flow that can be implemented in real time, in virtual environments and controlled by artificial intelligence. This article thus contributes to finding indicators and dynamics of team flow in virtual teams, to stimulate future research and to promote team effectiveness.

Virtual Teams in Times of Pandemic: Factors That Influence Performance.

In the digital age, the global software development sector has been a forerunner in implementing new ways and configurations for remote teamwork using information and communication technologies on a widespread basis. Crises and technological advances have influenced each other to bring about changes in the ways of working. In the 70's of the last century, in the middle of the so-called oil crisis, the concept of teleworking was defined using remote computer equipment to access office equipment and thus avoid moving around using traditional vehicles. Then from the 90s, with the advent of communications and the widespread use of the Internet, the first virtual work teams were implemented in software development companies that already had some of the important characteristics needed to work in this way, such as, cultural diversity, characterized tasks, geographical distribution of members, communication, interdependence of tasks, leadership, cohesion, empowerment, confidence, virtuality. This manuscript groups the main factors into different models proposed by the literature and also analyzes the results of a study conducted in the midst of the Covid-19 crisis on 317 software development teams that had to work in virtual teams (VT). The results of the quantitative methodology with structural equation modeling based on variance using the partial least squares route method are analyzed. The results of the research focus on some determinants that can directly affect the performance of the virtual team. A first determinant is communication in relation to the tasks. The second is trust in relation to leadership, empowerment and cohesion. The results of virtual teams provide information that can serve as a basis for future research lines for the implementation of virtual work strategies in post-pandemic work.