Managing Virtual Teams

Managing Virtual Teams

Silvester Ivanaj and Claire Bozon

The book Managing Virtual Teams, explores the critical elements that must be considered in managing virtual teams in organizations – from structural, managerial, and process points-of-view. Based in solid research, the book provides a deep look at the nature of virtual teams and the factors that enable their success. It lays out in clear detail the key characteristics of virtual teams and traces their emergence within organizations and the research literature. It makes a valuable contribution with clear guidelines for managerial practice - both to researchers interested in learning about virtual teams and to managers and organizations dealing with the challenges of managing virtual teams.

Chapter 9: Teamwork performance in virtual teams

Silvester Ivanaj and Claire Bozon

Subjects: business and management, organisational innovation, organisational behaviour, strategic management, innovation and technology, technology and ict


Teamwork performance is the result of team outcomes based on objectives and measures. Teamwork performance occurs at the organizational, team and individual level, confronted with challenges such as virtuality and the di_culty in providing meaningful indicators for evaluation. Relevant factors such as team motivation, cohesion, and recognition may create synergies and add value to global performance. These factors are monitored by key drivers that lead to teamwork performance, and are influenced by the structure of virtual teams, the sense of presence, theteam management, the composition of virtual teams, and the dynamics within the teams.

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