"Home > Vol 18, No 1 (2016) > Dube Original Research Bookmark and Share A conceptual model to improve performance in virtual teams Shopee Dube, Carl Marnewick SA Journal of Information Management; Vol 18, No 1 (2016), 10 pages. doi: 10.4102/sajim.v18i1.674 Submitted: 01 March 2015 Published: 28 September 2016 Abstract Background: The vast improvement in communication technologies and sophisticated project management tools, methods and techniques has allowed geographically and culturally diverse groups to operate and function in a virtual environment. To succeed in this virtual environment where time and space are becoming increasingly irrelevant, organisations must define new ways of implementing initiatives. This virtual environment phenomenon has brought about the formation of virtual project teams that allow organisations to harness the skills and knowhow of the best resources, irrespective of their location. Objectives: The aim of this article was to investigate performance criteria and develop a conceptual model which can be applied to enhance the success of virtual project teams. There are no clear guidelines of the performance criteria in managing virtual project teams. Method: A qualitative research methodology was used in this article. The purpose of content analysis was to explore the literature to understand the concept of performance in virtual project teams and to summarise the findings of the literature reviewed. Results: The research identified a set of performance criteria for the virtual project teams as follows: leadership, trust, communication, team cooperation, reliability, motivation, comfort and social interaction. These were used to conceptualise the model. Conclusion: The conceptual model can be used in a holistic way to determine the overall performance of the virtual project team, but each factor can be analysed individually to determine the impact on the overall performance. The knowledge of performance criteria for virtual proj

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"How Can Software Development Companies Build Engagement to Common Goals Among Globally Dispersed Teams? Greg Bartlomiejczuk, Cornell University Nicholas Born, Cornell University Publication Date Spring 2015 Abstract It's hard enough to get people who are co-located onto the same page. Add to that the complexity of multiple regions, varying cultures, and virtual communication that characterize globally dispersed teams, and the demands placed on leaders can quickly multiply. Not surprisingly, participation in and management of globally dispersed teams comes with its own unique opportunities and challenges. Globally dispersed teams allow organizations to garner talent from around the world, have greater cost flexibility, and can bring diverse perspectives to the table. On the other hand, they must overcome a greater likelihood of communication breakdowns, lack of collaboration, dissimilar work processes, and difficulty building trust and cohesiveness. In response, we embarked on our own investigation of what makes globally dispersed teams - specifically in the software development industry - high performing. Drawing from real-world examples, we will propose 3 key areas that HR professionals should hone in on to ensure that globally dispersed teams remain engaged, collaborative, and focused on common goals. Comments Suggested Citation Bartlomiejczuk, G., & Born, N. (2015). How can software development companies build engagement to common goals among globally dispersed teams?Retrieved [insert date] from Cornell University, ILR School site: http://digitalcommons.ilr.cornell.edu/student/76 Required Publisher Statement Copyright held by the authors. "