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VIRTUALTEAMS 601usually of longer duration than a parallel virtual team.
Team membership, while it may be fluid, is usually more
clearly defined than in a networked team.
Virtual teams that exist to perform one specific func-
tion are called work or production teams. With a clearly
defined membership operating across time and distance
boundaries, virtual work teams carry out regularly sched-
uled tasks and responsibilities. Team members rarely
meet face-to-face, communicating instead via technology
tools such as the Internet.
Service teams that provide technical support for orga-
nizations are becoming virtual. Each team performs its
function during normal operating hours for the team’s
specific geographic location. When the workday is done
for one virtual service team, the task is then passed on to
the next designated team in a different location and time
zone.
Virtual management teams work across time and dis-
tance but do not cross organizational boundaries. Mem-
bers of these teams are located around the world yet work
together on a daily basis. Multinational and global or-
ganizations have their management teams communicate
using the Internet and other technologies to accomplish
their goals.
Action teams are the final type of virtual team. When
an immediate response to a specific, one-time event is re-
quired, virtual action teams can provide information and
communicate with a variety of people to resolve the is-
sue. Action teams by definition must be working in the
same time period but do cross distance and organizational
boundaries.Characteristics of a Virtual Team
A virtual team may exist for a short period of time or a
much longer duration. It can be composed of individuals
solely from within the organization or a mixture of peo-
ple from several different organizations. The virtual team
may work only with one special project, or simply con-
centrate on routine tasks. Regardless of the nature of the
virtual team, they all share common characteristics.
First and foremost, communication in the virtual team
is always mediated by some form of technology. With-
out the ability to communicate effectively, virtual teams
would not exist. The development and increasing sophis-
tication of the Internet and other communication tech-
nologies has made the use of virtual teams possible.
By definition, virtual teams are separated by physical
distance, in different geographic areas and various time
zones. Work can continue 24 hours a day, seven days a
week, essentially following the sun around the world. The
use of the Internet and other communication technologies
makes this global collaboration possible.
A virtual team always has a common task or goal to
work toward. This goal is the guiding force in the pro-
ductivity of the team. Virtual teams are result-driven, and
all the team members work together to accomplish the
ultimate objective.Creation of a Virtual Team
The creation of a virtual team involves several differ-
ent steps. Before any work can begin, five tasks must beaccomplished at the beginning of the process. The success
or failure of the virtual team depends on executing each
step effectively.Identify the Need for a Virtual Team
The first step is to determine if there is a need to create
a virtual team. There are many reasons organizations uti-
lize virtual teams. Mergers and acquisitions of new busi-
nesses can create circumstances where an organization
has many different units scattered throughout the world.
A company can also form alliances and partnerships with
international entities, creating the need for a virtual team.
Globalization and worldwide competition is creating in-
creasingly complex business situations necessitating the
establishment of virtual teams.
Changes in the marketplace have also driven the devel-
opment of virtual teams. There is an increasing amount
of specialization, which in turn heightens customer ex-
pectations and provides more alternatives. Organizations
may turn to the use of virtual teams to stay competitive.
Scarce resources could be distributed and shared for a
possible cost savings. Outsourcing some functions may
also enable an organization to maximize its strengths and
concentrate on its core competencies.
Societal changes have had a role in the proliferation
of virtual teams. Time compression in business and in-
dustry has created an environment where work must con-
tinue 24 hours a day, seven days a week. Employees are
increasingly demanding flexible schedules; telecommut-
ing is becoming more of an option. Working in a vir-
tual team provides the solution to some of these societal
issues.
Getting the job done in the fastest, most efficient way
is how organizations survive and prosper. With the use of
virtual teams, businesses can procure experts to partici-
pate in the process no matter where they are located. If an
organization does not have people in its immediate vicin-
ity who are subject matter experts, the need to create a
virtual team is urgent and substantial.Identify the Virtual Team Members
After the need for a virtual team is identified, the makeup
of the virtual team must be determined. The expertise
needed to successfully complete the task must be ascer-
tained, and the best people for the virtual team identi-
fied. The organization has to ensure that all key areas are
represented.
A virtual team consists of a core group of heavily in-
volved people who carry the bulk of the task. Then there
are additional people who operate as an extension of the
core group, who contribute their knowledge and exper-
tise on an as-needed basis. Often in virtual teams one per-
son plays multiple roles and has more than one function
within the team.
When identifying members of the virtual team, an or-
ganization must also consider the less-obvious qualifi-
cations of a person. The team member must be able to
work efficiently in a virtual environment. It is critical
that the virtual team member be competent in the use
of the technology to be a successful addition to the
team.