Virtual teams in the digital age

The world, nowadays, is closer and closer thanks to information communication technology

(ICT). Actually, virtual teams are considered as a great way to connect people and bring advantages to

organizations. From the existing literature, it is expected to extend knowledge about two big issues: the

global virtual teams and ICT, as well as their benefits and drawbacks. For doing so, many academic and

scientific journals are used for the purposes of summarizing and synthesizing. This study is secondary

research combining some practices to explore the issue. On the one hand, virtual teams enable to cooperate

with members from different geography and time zones. On the other hand, organizations have to deal

with many challenges when applying them. Two typical examples of a reputable global brand and the

success of a national company are presented to explain this issue, including IBM Company in the USA and

FPT Group in Vietnam. By identifying the pros and cons, organizations can suggest suitable solutions to

manage and establish their teams in a better way.

Virtual teams in the digital age trang 1

Trang 1

Virtual teams in the digital age trang 2

Trang 2

Virtual teams in the digital age trang 3

Trang 3

Virtual teams in the digital age trang 4

Trang 4

Virtual teams in the digital age trang 5

Trang 5

Virtual teams in the digital age trang 6

Trang 6

Virtual teams in the digital age trang 7

Trang 7

Virtual teams in the digital age trang 8

Trang 8

Virtual teams in the digital age trang 9

Trang 9

Virtual teams in the digital age trang 10

Trang 10

Tải về để xem bản đầy đủ

pdf 14 trang duykhanh 5420
Bạn đang xem 10 trang mẫu của tài liệu "Virtual teams in the digital age", để tải tài liệu gốc về máy hãy click vào nút Download ở trên

Tóm tắt nội dung tài liệu: Virtual teams in the digital age

Virtual teams in the digital age
t stable with a bad quality of sound 
and image. Besides, using the employees’ private accounts may reduce their professional 
working style during online meetings with their partners [55]. Therefore, FPT becomes a leader 
who has changed the traditional working method by experimenting and developing a solution 
named the Virtual meeting room to solve the connection demand in different areas since 2017. 
7.2 Benefits and difficulties of virtual meetings in virtual groups 
Opening virtual teams in virtual meeting rooms is simple in usage and cost saving. With this 
application, it is easy to invite users to join the online conference through a simple URL. 
Besides, an online meeting room is set up with many functions, such as meeting chat, live 
stream conference, saving conferences by videos for documents purpose, desktop sharing and 
presentation [55]. Moreover, this innovation brings more choices for users with two different 
systems, including internal meetings and public meetings [56]. The quality of image and sound 
is improved and the meetings can be applied in smartphones [56]. Furthermore, virtual meeting 
rooms are a great way to solve the shortage of space in the company. 
This application is used for many purposes, such as conferences between two big regions 
monthly, setting up online meeting rooms with the same functions as traditional ones, and 
opening a virtual meeting room by a far-distanced journalist to exchange information. This 
innovation helps FPT Group save hundreds of million VND and increase the performance of 
information exchange over 30%. Therefore, virtual meeting rooms are being daily applied in the 
Engineering department and the Business department in FPT online and electronic newspaper 
Vnexpress [56]. 
It can be seen that this is the first step of FPT Group for its building and applying virtual 
worlds and e-commerce. Besides, the 4.0 industry revolution and artificial intelligence are 
bringing many opportunities for innovating and creating perfect tools for virtual working. With 
its vision to lead new technology, FPT Group tends to follow the trend of virtual working. Due 
to the new working environment, managers should improve their ability to guide their virtual 
teams, in which the members can be different in thinking, working style, and backgrounds. 
Therefore, they should have many skills, including conflict resolutions, time management, or 
how to encourage or train their team members when they are in a far distance. 
8 Conclusion 
8.1 Conclusion and discussion 
This research examines the virtual collaboration in the age of technology and the practical 
example of this kind of work. The paper aims to help leaders, team members, and organizations 
Nguyen Uyen Thuong Vol. 128, No. 5C, 2019 
76 
have a clear and bright perspective on the virtual context to implement the virtual environment 
for remote cooperation and creating competitive advantages. In the first part, the paper defines 
virtual teams, ICT and their emergence as well as the summary of their benefits and drawbacks. 
In the second part, IBM and FPT practices highlight the same views for the benefits of virtual 
teams on the development and success of their organizations. 
In the future, virtual teams will become a “natural way“ [30, p. 241] and commonly used 
in many organizations [33]. The cooperation between virtual teams and technologies brings 
opportunities to reshape the shared world by affecting the effectiveness, value-based 
performance, expenditure, and decentralization [30]. However, it can be a difficult task to 
implement and manage a virtual workforce because the organizations are unique in terms of 
challenges and demands [11]. The decision of working virtually should depend on the 
specificity of work and points of views of organizations. 
Although FPT Group is the pioneer in following the trend of revolution by creating 
innovation in virtual cooperation, it is not difficult to recognize that this Vietnamese high tech 
company still stands behind the companies from developed countries for a decade. While IBM 
created virtual environments for virtual teams in 2007, a virtual meeting room did not appear at 
FPT until 2017. Therefore, Vietnamese companies should have their own strategies to keep up 
with the trend and bring it into their opportunity to gain the best result. 
8.2 Limitation and further research 
The research is conducted via the secondary research and explores the literature from every 
industry. For future research, it would be interesting to enlarge the study scale by looking at 
more international and national companies and comparing the differences among them in terms 
of virtual collaboration issue. Then, quantitative research should be carried out to collect the 
response of team members and managers during working in a virtual team and find the factors 
that affect the performance of such teams. 
Reference 
1. Alther, R., Cherakov, L. & Becker, C. (2009), Virtual Spaces: Enabling Immersive 
Collaborative Enterprise: Part 2: Implementation and lessons learned. IBM Corporation, 1–
12. Retrieved September 28, 2017, from https://www.ibm.com/developerworks/library/ws-
virtualspaces2/index.html. 
2. Bal, J. & Teo, P. K. (2000), Implementing virtual teamworking. Part 1: A literature review of 
best practice. Logistics Information Management, 13(6), 346–352. 
3. Bayo-Moriones, A., Billón, M. & Lera-López, F. (2013), Perceived performance effects of ICT 
in manufacturing SMEs. Industrial Management & Data Systems, 113(1), 117–135. 
Jos.hueuni.edu.vn Vol. 128, No. 5C, 2019 
77 
4. Bergiel, J. B., Bergiel, E. B. & Balsmeier, P. W. (2008), Nature of virtual teams: a summary of 
their advantages and disadvantages. Management Research News, 31(2), 99–110. 
5. Brynjolfsson, E. & McAfee, A. (2011), Race Against The Machine: How the Digital Revolution is 
Accelerating Innovation, Driving Productivity, and Irreversibly Transforming Employment and the 
Economy: Lexington, Massachusetts: Digital Frontier Press. 
6. Cascio, W. F. (2000), Managing a virtual workplace. Academy of Management Executive, 14(3), 
81–90. 
7. Cherbakov, L., Brunner, R., Smart, R. & Lu, C. (2009), Virtual Spaces: Enabling Immersive 
Collaborative Enterprise, Part 1: Introduction on the opportunities and technologies. IBM 
Corporation, 1–16. Retrieved September 28, 2017, from 
https://www.ibm.com/developerworks/library/ws-virtualspaces/index.html. 
8. Crouch, S. & Housden, M. (2003), Marketing research for managers (3rd ed.). Amsterdam, 
London: Butterworth-Heinemann. 
9. Davis, G. B. (2002), Anytime/Anyplace Computing and the Future of Knowledge Work. 
Communications of the ACM, 45(12), 67–73. 
10. Fisher, A. (2009), How to build a (strong) virtual team. Fortune Magazine. Retrieved October 
01, 2017, from 
.htm. 
11. Garff, M. (2011), Implementing a Virtual Workforce. T+D, 65(11), 18. 
12. Glass, G. V. (1976), Primary, Secondary, and Meta-Analysis of Research. Educational 
Researcher, 5(10), 3–8. 
13. Grosse, C. U. (2002), Managing Communication within Virtual Intercultural Teams. Business 
Communication Quarterly, 65(4), 22–38. 
14. Harald, B. & Philip, T. (2011), Local, global and virtual buzz: The importance of face-to-face 
contact in economic interaction and possibilities to go beyond. Geoforum, 42(5), 520–529. 
15. Hegar, K. W. & Hodgetts, R. M. (2012), Modern human relations at work (11th ed.). Australia, 
Mason OH: South-Western Cengage Learning. 
16. Henry, J. E. & Hartzler, M. (1998), Tools for virtual teams: A team fitness companion / Jane E. 
Henry, Meg Hartzler. Milwaukee, Wis: ASQ Quality Press. 
17. Hill, E. J., Ferris, M. & Märtinson, V. (2003), Does it matter where you work?: A comparison 
of how three work venues (traditional office, virtual office, and home office) influence 
aspects of work and personal/family life. Journal of Vocational Behavior, 63(2), 220–241. 
18. Hinds, P. J. & Bailey, D. E. (2000), Virtual teams: Anticipating the impact of virtuality on 
team process and performance. Academy of Management Proceedings & Membership Directory, 
C1-C6. 
Nguyen Uyen Thuong Vol. 128, No. 5C, 2019 
78 
19. IBM (2003), Virtual teaming: You don’t know me, but Executive technology report, IBM 
Corporation, 1–12. Retrieved 5. October 2017, from 
07.ibm.com/services/pdf/etr_virtualteam.pdf. 
20. IBM (2008), Workforce Diversity. IBM Corporation, Australia. Retrieved December 07, 2017, 
from https://www.shrm.org/ResourcesAndTools/hr-topics/global-
hr/Documents/GL_9833_diversity_nocov.08.pdf. 
21. IBM (2015), Diversity & Inclusion: Diversity of People. Diversity of thought. A smarter way 
to innovate every day. IBM Corporation, the United States of America. Retrieved December 07, 
2017, from 
03.ibm.com/employment/us/diverse/downloads/ibm_diversity_brochure.pdf. 
22. IBM (2016), IBM Annual Report. International Business Machines Corporation, United States of 
America, 1–159. Retrieved September 29, 2017, from https://www.ibm.com/annualreport/. 
23. Isidore, C. (2017, May 19), IBM tells employees working at home to get back to the office. 
Retrieved October 02, 2017, from 
at-home/index.html. 
24. Jelavic, M. & Salter, D. (2017), Managing Transnational Virtual Teams: Cultural and 
Technological Considerations. Canadian Manager, 42(1), 12–15. 
25. Johnson, C. (2002), Managing Virtual Teams. HR Magazine, 47(6), 68. 
26. Kanawattanachai, P. & Yoo, Y. (2002), Dynamic nature of trust in virtual teams. The Journal 
of Strategic Information Systems, 11(3-4), 187–213. 
27. Kleis, L., Chwelos, P., Ramirez, R. V. & Cockburn, I. (2012), Information Technology and 
Intangible Output: The Impact of IT Investment on Innovation Productivity. Information 
Systems Research, 23(1), 42–59. 
28. Kraut, R. & Burke, M. (2015), Internet Use and Psychological Well-Being: Effects of Activity 
and Audience. Communications of the ACM, 58(12), 94–100. 
29. Laitinen, K. & Valo, M. (2018), Meanings of communication technology in virtual team 
meetings: Framing technology-related interaction. International Journal of Human-Computer 
Studies, 111, 12–22. 
30. Lipnack, J. & Stamps, J. (1997), Virtual teams: Reaching across space, time, and organizations with 
technology / Jessica Lipnack & Jeffrey Stamps. New York, Chichester: Wiley. 
31. Lipnack, J. & Stamps, J. (2000), Virtual Teams: People Working Across Boundaries with 
Technology (2., Auflage). New York, NY: John Wiley & Sons. 
32. Madadipouya, K. (2015), A Review On The Strategic Use Of IT Applications In Achieving 
And Sustaining Competitive Advantage. International Journal of Managing Public Sector 
Information and Communication Technologies, 6. 
Jos.hueuni.edu.vn Vol. 128, No. 5C, 2019 
79 
33. Marlow, S. L., Lacerenza, C. N. & Salas, E. (2017), Communication in virtual teams: A 
conceptual framework and research agenda. Human Resource Management Review, 27(4), 
575–589. 
34. McDonough, E. (2001), An investigation of the use of global, virtual, and collocated new 
product development teams. Journal of Product Innovation Management, 18(2), 110–120. 
35. National Study of Employers (2012), Society for Human Resource Management, 1–51. 
36. National Study of Employers (2016), Society for Human Resource Management, 1–75. 
37. OECD (2009), The Guide to Measure the Information Society, 1–220. Retrieved September 
26, 2009, from  
38. OECD (2017), OECD Employment Outlook 2017: OECD Publishing. 
39. Olaisen, J. & Revang, O. (2017), Working smarter and greener: Collaborative knowledge 
sharing in virtual global project teams. International Journal of Information Management, 37(1), 
1441–1448. 
40. Pan, S. & Jordan-Marsh, M. (2010), Internet use intention and adoption among Chinese 
older adults: From the expanded technology acceptance model perspective. Computers in 
Human Behavior, 26(5), 1111–1119. 
41. Parsons, G. L. (1984), Information technology: a new competitive weapon. McKinsey 
Quarterly. (2), 45–60. 
42. Prikladnicki, R., Perin, M. & Marczak, S. (2016), Virtual Team Configurations that Promote 
Better Product Quality. Piscataway, NJ: IEEE. 
43. Rice, D. J., Davidson, B. D., Dannenhoffer, J. F. & Gay, G. K. (2007), Improving the 
Effectiveness of Virtual Teams by Adapting Team Processes. Computer Supported Cooperative 
Work (CSCW), 16(6), 567–594. 
44. RW3 CultureWizard (2016), Trends in Global Virtual Teams: Virtual Teams Survey Report. 
RW3CultureWizard. Retrieved December 10, 2017. 
45. Sarah, K. (2017, March 21), IBM, remote-work pioneer, is calling thousands of employees 
back to the office. Retrieved September 30, 2017, from https://qz.com/924167/ibm-remote-
work-pioneer-is-calling-thousands-of-employees-back-to-the-office/. 
46. Smith, P. & Tom, C. (2014), Impact of Emerging Digital Technologies on Leadership in Global 
Business: IGI Global. 
47. Society for Human Resource Management (2012, July 13), SHRM: Virtual Teams Utilized by 
Nearly Half of Organizations Surveyed. Society for Human Resource Management. Retrieved 
October 2017, from https://www.shrm.org/about-shrm/press-room/press-
releases/pages/virtualteamspoll.aspx. 
Nguyen Uyen Thuong Vol. 128, No. 5C, 2019 
80 
48. Tieman, R. (2012, March 15), From teamwork to collaboration. Financial Times, from 
https://www.ft.com/content/9048279e-4778-11e1-b646-00144feabdc0?mhq5j=e5. 
49. Tsedal, N. (2015), Global team that work. Harvard Business Review, 76–81. 
50. Weller, C. (2017, May 18), IBM was a pioneer in the work-from-home revolution — now it's 
cracking down. Retrieved October 05, 2017, from 
slashes-work-from-home-policy-2017-5. 
51. White, M. C. (2017, May 23), IBM Tells Its Remote Employees to Get Back to the Office. 
Retrieved October 02, 2017, from https://www.nbcnews.com/business/business-news/ibm-
tells-its-remote-employees-get-back-office-n763441. 
52. Woodford, C. (2006), Digital technology. Science in focus. London: Evans. 
53. Ministry of Industry and Trade of the Socialist Republic of Vietnam (11/4/2017), Dien dan 
cach mang cong nghiep lan thu 4, from 
%C4%91an-cach-mang-cong-nghiep-lan-thu-4-109680-22.html,11/04/2017 
54. FPT Telecom, from https://fpt.vn/en/about-fpt-telecom/fpt-corporation.html 
55. Chungta, the internal news page of FPT Group (31/05/2018), 5 ideas continues to the last 
round of Ikhien number 3, from 
khao-ikhien-so-3-65407.html (in Vietnamese) 
56. Chungta, the internal news page of FPT Group (07/06/1018), FPT online saves hundred 
millions VND by the virtual meeting room, from 
online-tiet-kiem-hang-tram-trieu-dong-nho-phong-hop-ao-65519.html (in Vietnamese) 
57. The University of Edinburgh (04/07/2017), How to evaluate website content, from 
https://www.ed.ac.uk/information-services/library-museum-gallery/finding-
resources/library-databases/databases-overview/evaluating-websites. 

File đính kèm:

  • pdfvirtual_teams_in_the_digital_age.pdf