Convergence of Collaborative Behavior in Virtual Teams: The Role of External Crises and Implications for Performance

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
Vasyl Taras, Associate Professor (Creator)
Institution
The University of North Carolina at Greensboro (UNCG )
Web Site: http://library.uncg.edu/

Abstract: Organizations have increasingly used virtual teams (VTs) in recent years (e.g., Hertel et al., 2005; Martins et al., 2004; Taras et al., 2019). This trend has been accelerated by the recent COVID-19 pandemic and corresponding work from home mandates (Klonek et al., 2022). VTs are groups of spatially dispersed individuals who work together to reach a common objective by relying on telecommunication and information technologies (Martins et al., 2004). To accomplish tasks, team members interact in collaborative behavioral processes (Rousseau et al., 2006). As team members influence each other during teamwork (Bedwell et al., 2012), this interaction can lead to a shared behavioral climate and the emergence of interindividual consensus (or the opposite: dissent; Fulmer & Ostroff, 2016). According to Lang et al. (2018), we define the emergence of consensus as the increasing similarity among a shared within-unit phenomenon among VT members over time (i.e., the convergence of shared within-unit phenomenon). Therefore, collaborative behavior consensus is a process of intrateam behavioral convergence that emerges over time from a lower level (e.g., individual) to a higher level (e.g., team). Consensus is particularly important for (virtual) teams because it is associated with less conflict and stronger intrateam relationships (González-Romá & Hernández, 2014) and can affect team outcomes (Bedwell et al., 2012; Fulmer & Ostroff, 2016).

Additional Information

Publication
Journal of Applied Psychology
Language: English
Date: 2023
Keywords
virtual teams, collaborative behavior consensus, external crisis, team performance, multilevel group-process framework

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