A Study to Explore the Team Virtualization Level and Team Effectiveness from the Team Personality Composition
- PDF / 224,544 Bytes
- 18 Pages / 439.37 x 666.142 pts Page_size
- 100 Downloads / 334 Views
A Study to Explore the Team Virtualization Level and Team Effectiveness from the Team Personality Composition Mei-Ling Wang & Bi-Fen Hsu Received: 23 May 2011 / Accepted: 16 December 2011 / Published online: 1 February 2012 # Springer Science+Business Media, LLC 2012
Abstract Types of organizations have changed with the rapid development of information and technology, and “virtual team” is the newest type of work group. Generally, team composition affects team effectiveness. Most team composition researches focused on the visible characteristics, such as demographic variables, but the implicit personality variables were ignored. Regarding personality traits, based on the “Big Five” factors, including neuroticism, extraversion, openness to experience, agreeableness, and conscientiousness, this study explores team personality composition of the virtual team, and the effect of team personality composition on team virtualization level and team effectiveness. This study sent out 188 sets of questionnaires for virtual teams from 49 enterprises in the information and electronic industries. Finally, the study sample consisted of 62 completed team questionnaires (including 62 team leaders and 234 team members). The results are as follows: “Positive and active” team and “negative and passive” team were classified according to team personality composition. Compared to a negative and passive team, personality traits of a positive and active team have higher conscientiousness, extraversion and lower neuroticism, and positive and active team virtualization level has better effect to task performance and cooperation satisfaction. Keywords Team personality composition . Team virtualization level . Team effectiveness
Introduction In recent decades, owing to the change and growth of information technology, the nature of management and the types of organizations have changed obviously. At the M.-L. Wang (*) Department of Health Business Administration, Hungkuang University, No. 34, Chung-Chie Rd., Shalu, Taichung County, Taiwan 43302, Republic of China e-mail: [email protected] B.-F. Hsu National Yunlin University of Science & Technology, 123 University Road, Section 3, Douliou, Yunlin 64002 Taiwan, Republic of China
200
J Knowl Econ (2012) 3:199–216
same time, because of globalization, now organizations worldwide also have to adapt to change environmental and market needs. Organizational boundaries become increasingly blurred. Employees will be expected to work in different locations and to make the better use of information technology efficiently to interact with colleagues in other nations or regions. The above situations will be increasingly common. The “virtual team” has gradually become the newest type of work group. Facing the changes and challenges of new information technology, the “virtual team” as the organizational structure has also become more and more common. In fact, via information technology or the Internet, virtual teams can improve the flexibility of their organizations. For example, virtual teams make tea
Data Loading...
