國立虎尾科技大學 |

How to break the "invisible walls" : = The role of communicative practices for overcoming challenges of subgroups in global team.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	How to break the "invisible walls" :/
其他題名:	The role of communicative practices for overcoming challenges of subgroups in global team.
作者:	Boyraz, Maggie.
面頁冊數:	1 online resource (177 pages)
附註:	Source: Dissertation Abstracts International, Volume: 78-07(E), Section: A.
Contained By:	Dissertation Abstracts International78-07A(E).
標題:	Library science. -
電子資源:	click for full text (PQDT)
ISBN:	9781369605365

How to break the "invisible walls" : = The role of communicative practices for overcoming challenges of subgroups in global team.
Boyraz, Maggie.

How to break the "invisible walls" :The role of communicative practices for overcoming challenges of subgroups in global team. - 1 online resource (177 pages)

Source: Dissertation Abstracts International, Volume: 78-07(E), Section: A.

Thesis (Ph.D.)

Includes bibliographical references

This item is not available from ProQuest Dissertations & Theses.

Diversity becomes apparent in interaction and the way researchers could investigate the role of team diversity for contemporary organizations is by focusing on how people form subgroups and their impact on global virtual teams (GVTs). Virtual teams are essential work forms in contemporary organizations. This project investigates how objective team faultlines and subjective awareness of team subgroups as well as geographic distribution in globally distributed teams impact subgroup formation, team processes and outcomes. Utilizing faultline theory (Lau & Murnighan, 1998) and communicatively constructed identification theory (Scott, Corman & Cheney, 1998) and using a multi-method approach, the findings are based on a field study conducted on site of a global software organization drawing on both an international survey of global team members and observation and in-depth interviews with global team members. The survey results identify factors that moderate the relationship between team faultlines, subgroups and global team innovation, and satisfaction among a sample of global teams (n=165 individuals in n = 27 teams).

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9781369605365Subjects--Topical Terms:

561163
Library science.
Index Terms--Genre/Form:

554714
Electronic books.

How to break the "invisible walls" : = The role of communicative practices for overcoming challenges of subgroups in global team.
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500 $a Source: Dissertation Abstracts International, Volume: 78-07(E), Section: A.
500 $a Adviser: Jennifer L. Gibbs.
502 $a Thesis (Ph.D.) $c Rutgers The State University of New Jersey - New Brunswick $d 2016.
504 $a Includes bibliographical references
506 $a This item is not available from ProQuest Dissertations & Theses.
520 $a Diversity becomes apparent in interaction and the way researchers could investigate the role of team diversity for contemporary organizations is by focusing on how people form subgroups and their impact on global virtual teams (GVTs). Virtual teams are essential work forms in contemporary organizations. This project investigates how objective team faultlines and subjective awareness of team subgroups as well as geographic distribution in globally distributed teams impact subgroup formation, team processes and outcomes. Utilizing faultline theory (Lau & Murnighan, 1998) and communicatively constructed identification theory (Scott, Corman & Cheney, 1998) and using a multi-method approach, the findings are based on a field study conducted on site of a global software organization drawing on both an international survey of global team members and observation and in-depth interviews with global team members. The survey results identify factors that moderate the relationship between team faultlines, subgroups and global team innovation, and satisfaction among a sample of global teams (n=165 individuals in n = 27 teams).
520 $a A smaller number of teams (n = 2) utilizing iterations of agile software development served as an in-depth case study over time. The analysis illuminates which communicative practices lead team faultlines (aligned demographic differences) to turn into subgroups, how they affect global teams and identifies factors that could help teams overcome challenges of objective faultlines and prevent them from becoming salient. Quantitative findings demonstrate that team identification and psychologically safe communication climate (PSCC) moderate the relationship between faultlines and perceived team subgroups. Perceived team subgroups moderate the relationship between team faultlines and satisfaction but have no impact on the relationship between faultlines and innovation. Based on critical incident analysis (Flanagan, 1954) and interview analysis, faultlines were triggered into subgroups by two main factors: social and geographical distance. Communicative practices helped teams in overcoming challenges of subgroups. Proximity and communicative brokers helped teams manage social distance, while distanced leadership skills and strategic Enterprise Social Media (ESM) use helped overcome geographical distance. The study contributes to theory and practice of globally distributed teams as it is taking a more dynamic, communicative view of subgroups and how they evolve over time.
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