The article in question dwells upon major challenges that virtual teams face. The researchers state that in the mid-1990s many companies launched virtual teams which could operate globally. Kirkman et al. (2002, p. 67) also provide a particular definition: virtual teams are “groups of people who work interdependently with shared purpose across space, time, and organization boundaries using technology to communicate and collaborate”.
The researchers also claim that in the contemporary globalized world the number of virtual teams will increase “exponentially” (Kirkman et al., 2002, p. 68). To define major challenges virtual teams face, the researchers analyzed experiences of sixty-five “cross-functional virtual teams at Sabre” (Kirkman et al., 2002, p. 68).
These virtual teams are based in Canada and in the USA note that virtual teams with more than five hundred members (each team is comprised by eight people, on average). The researchers note that the virtual teams are highly interdependent. Notably, Kirkman et al. (2002) stress that the more cross-functional a team is, the less productive the team becomes.
The researchers then focus on the five challenges virtual teams at Sabre face. It is important to note that the challenges are concerned with the “dimensions of virtuality” (Kirkman et al., 2002, p. 69). Thus, the first challenge is building trust within virtual teams. The second challenge the researchers dwell upon is concerned with the group-process.
The third challenge is virtual isolation. Admittedly, some virtual team members can feel lack of interpersonal communication, which can negatively affect their productiveness. The forth challenge is “balancing technical and interpersonal skills among virtual team members” (Kirkman et al., 2002, p. 73).
Thus, many employers ignored employee’s communication skills, as they focused on their employees’ technical skills. This approach proved to be ineffective. Finally, the fifth challenge is virtual team performance assessment. The researchers also reveal measures undertaken by Sabre. These measures can help other companies to solve existing problems.
Key points
Admittedly, the major findings of the article are the challenges and lessons learnt. Thus, the first challenge defined by the researchers is building trust in virtual teams. Admittedly, face-to-face interaction contributes greatly to the development of trust among the members of the team.
Of course, the development of technology enables team members interact (video conferences, etc.). Though, it can hardly be enough. Kirkman et al. (2002) reveal a very important observation. Appropriate responsiveness can compensate the lack of face-to-face interactions. Team members tend to trust members who respond to messages quickly and properly.
The next challenge (i.e. group process) is also easy to address. Thus, Sabre launches annual meetings where various team building activities are held. One more way out is to provide certain training facilities for team members. Sabre has a great online training facility which addresses the second challenge. Admittedly, this is a winning tool as it is cost effective.
The third challenge (i.e. virtual isolation) is also addressed at Sabre. Thus, the perspective employees fulfill psychological tests which help the managers understand whether isolation can be a problem for an applicant. More so, employees can choose between the two work types. These are very effective measures as it is clear from the very start whether an individual can become an effective virtual team member.
The fourth challenge (i.e. balancing employees’ skills) is also effectively addressed at Sabre. Thus, the HR specialists pay a lot of attention to both technical skills and communication skills. This ensures that virtual team members will be able to cooperate with other team members and will be able to communicate with clients if necessary.
The fifth challenge (i.e. performance assessment) is also addressed at Sabre. Thus, the company has developed a number of quantitative measures to assess virtual team members. Some of these measures are evaluating clients’ satisfaction and evaluating cycle time. Notably, these quantitative measures eliminate any biases which can be present while assessing team members during personal communication. Thus, the challenges defined are effectively addressed at Sabre.
Follow-on research
It is necessary to note that lots of surveys have been carried out since the article in question was published. However, a lot of articles dwell upon the points discussed by Kirkman et al. (2002). This confirms that the article in question provides valuable insights into the development of effective virtual teams.
Thus, Kirkman et al. (2002) mention the necessity to build trust among virtual team members. Brandl and Neyer (2009) claim that building trust is one of the most important challenges to address as the contemporary global world presupposes collaboration of people pertaining to different cultures.
Effective collaboration among cross-cultural team members can be difficult in face-to-face settings; it is even more difficult to achieve effective collaboration in virtual teams. Thus, Brandl and Neyer (2009) provide in-depth analysis of a virtual training facility which can help companies to build effective virtual teams. Brandl and Neyer (2009) stress that it is crucial to make employees ready to deal with the new, rather than to make them learn more about different cultures.
Kirkman et al. (2002) also stress the necessity to develop proper communication skills in virtual teams. Cheshin et al. (2011) report on the survey which confirms the necessity to develop proper communication skills as even text-messages contain some emotional charge which can influence the entire team (or even several teams). Thus, Cheshin et al. (2011) provide data which verify findings of Kirkman et al. (2002).
Implications
It is necessary to note that Kirkman et al. (2002) provide valuable insights into the human side of technology management. Thus, the researchers stress that virtual team work is based on the same principle as any other type of teams collaborate. Virtual team members need face-to-face communication which helps to build trust. The researchers point out that communication is crucial for virtual team members.
Thus, virtual isolation leads to productivity decrease as people are social beings and need social interaction. Therefore, companies should understand that while technology can help to eliminate boundaries and make business across countries, team members cannot be fully isolated. Team members still need some portion of interpersonal communication and collaboration which will lead to high productivity of such teams.
On the contrary, reliance on technology may jeopardize projects implementation. Importantly, the article in question provides the reader with important data that confirm that it is possible to balance technology and social interactions. The researchers offer specific ways to address major challenges that virtual team may face. Notably, these methods are effective and easy to implement. These methods are also cost-effective. Thus, the majority of companies can use some of the measures revealed in the article in question.
Reference List
Brandl, J., & Neyer, A.K. (2009). Applying cognitive adjustment theory to cross-cultural training for global virtual teams. Human Resource Management, 48(3), 341-353.
Cheshin, A., Rafaeli, A., & Bos, N. (2011). Anger and happiness in virtual teams: Emotional influences of text and behavior on others’ affect in the absence of non-verbal cues. Organizational Behavior and Human Decision Processes, 116(1), 1-15.
Kirkman, B.L., Rosen, B., Gibson, C.B., Tesluk, P.E., & McPherson, S.O. (2002). Five challenges to virtual team success: Lessons from Sabre, Inc. Academy of Management Executive, 16(3), 67-79.