MGT502 Business Communication: Annotated Bibliography on Virtual Teams

This annotated bibliography examines the multifaceted aspects of virtual teams in business organizations. It analyzes ten sources, focusing on key themes such as leadership styles, conflict management, the impact of technology, and the influence of cultural diversity. The sources, including journal articles and research papers, explore topics like the role of personality and cognitive style in team preferences, the importance of trust and communication, and the challenges of tacit knowledge transfer in virtual settings. The bibliography highlights the significance of emotional regulation, language differences, and social categorization in virtual team dynamics. It also presents frameworks for enhancing team performance, addressing challenges, and building trust through technology. The research covers diverse perspectives, from the perspective of leadership capabilities to the impact of multinational cultural diversity, providing a comprehensive overview of virtual team management and effectiveness. The work also touches upon how to handle the lifecycle of virtual teams and how to effectively manage conflicts in virtual teams.

BUSINESS COMMUNICATION
ANNOTATED BIBLIOGRAPHY

ANNOTATED BIBLIOGRAPHY 1
The objective of the following work is to locate ten different sources and examine the
same in the light of the variety of the perspectives. The topic chosen as the central theme of
the work is the “Virtual teams in the business organisations.”

ANNOTATED BIBLIOGRAPHY 2
Source 1
Wei, L. H., Thurasamy, R. & Popa, S. (2018). Managing virtual teams for open innovation in
Global Business Services industry. Management Decision, 56(6), 1285–1305.
One of the recent works presented in order to examine the various aspects of the
global virtual teams. The work is specifically set in the region of Malaysia. The methodology
adopted in the work to examine the significance of the virtual team implementation is the
combination of primary and secondary research. The primary research was conducted in
about 263 of the Malaysian Global Business Services (GBS) industry, and thus renders a
comprehensive insight about the aspects. The research sheds light on one of the most
important aspect of the virtual team’s effectiveness that is the trust among the team members.
The main finding that emerged in the work was that the various team climates such as the
knowledge of the team, cohesion and skills in the team, directly influence the overall
creativity, collaboration, performance and human relationships within the team.
Source 2
Ayoko, O. B., Konrad, A. M. & Boyle, M. V. (2012). Online work: Managing conflict and
emotions for performance in virtual teams. European Management Journal, 30(2),
156–174.
The work is further aimed at shedding light on the management of varied interests in
light of the different cultural backgrounds, ethnicities, language and likewise. The work is
further complementary to the source one as it considers that the most important aspect of the
management of the virtual teams is the management of conflicts, because such teams lack the
interpersonal relationships. The research is comprehensive in a way that is combined of the
theoretical aspects as well as backed by the first hand interviews of the 45 participants. The
work highlights some of the key techniques such as the emotional regulation and the
feedback seeking behaviours on the part of the leaders to effectively manage the conflicts and
the resolve the same in the virtual teams.

ANNOTATED BIBLIOGRAPHY 3
Source 3
Cao, W., Xu, L., Liang, L., & Chaudhry, S. (2012). The impact of team task and job
engagement on the transfer of tacit knowledge in e-business virtual teams.
Information Technology and Management, 13(4), 333-340.
The work studies one of the major aspects of the virtual teams that is the overall work
efficiency through transfer of tacit knowledge among the members of the virtual teams, and
to study the relationship between the team task, job engagement, and effect of knowledge
transfer. The work is set in context of the Chinese global business operations. The research
leads to the conclusion that the tacit knowledge is challenging to transfer and does not lays a
positive influence on the efficiency of the team tasks. Thus, one of the major factors that must
be considered before the implementation of the virtual teams is that the team members do not
willingly want to share the tacit knowledge with each other. As a result, overall team
efficiency needs a greater attention from the leaders. The source is effective in light of the
significance of tacit knowledge in management of contemporary business issues.
Source 4
Luse, A., Mcelroy, J. C., Townsend, A. M., & Demarie, S. (2013). Personality and cognitive
style as predictors of preference for working in virtual teams. Computers in Human
Behavior, 29(4), 1825-1832.
The work highlights another significant for the successful creation and
implementation of the virtual teams that is the roles played by personality and cognitive style
which determines the preference for working in virtual teams. The source would be useful in
understanding the significance of the member’s affinity with the information and
communication technology before the creation of such a team, which further influences the
individual preferences to join such a team. The work also highlighted the fact that there is not
much literary work done on the lines of the individual preferences in virtual teams. The work
concluded that the individuals who are more open to technology best fit in the virtual team set
up, take it as a means to explore and therefore knowledge of technology is prime necessity
for the virtual teams.

ANNOTATED BIBLIOGRAPHY 4
Source 5
Chang, W., & Lee, C. (2013). Virtual team e‐leadership: The effects of leadership style and
conflict management mode on the online learning performance of students in a
business‐planning course. British Journal of Educational Technology, 44(6), 986-999.
The work is centred mainly on the leadership of the virtual teams and therefore gives
a different perspective of the virtual teams, thus the source is different from the last sources.
The research interests of the authors include the subjects like innovation management,
operation management, human resource management, educational technology and others. The
work was aimed to analyse the effect of the leadership styles on the collaboration,
competition, avoidance and other aspects while managing the conflicts in the teams through
online resources. The theoretical review on the leadership styles, impacts and their suitability
back the work. A range of diagrammatic presentations and the tables make the work easy to
understand and useful for the bibliography.
Source 6
Klitmøller, A., Schneider, S., & Jonsen, K. (2015). Speaking of global virtual teams:
Language differences, social categorization and media choice. Personnel Review,
44(2), 270-285.
The work explores some more significant aspects of the virtual teams that are the
language differences, choice of the media and social categorization. The meth9d adopted for
the conduct of the work was to employ a research in the various multinational corporations
located in the n five European countries. The study of the interviews, observations, and
language proficiency of the participants of the research makes it relevant for the bibliography.
Research suggests that a combination of verbal and written media should be employed in the
virtual teams because both have certain pros and cons in light of the differences in language.
Further work lays focus on the fact that members generally emphasize English language
proficiency in relation to other differences when conferring challenges to virtual work. Thus,
the work concludes that there is a large likelihood of social categorization centred on
language.

ANNOTATED BIBLIOGRAPHY 5
Source 7
Mukherjee, Debmalya, Lahiri, Somnath, Mukherjee, Deepraj, & Billing, Tejinder K. (2012).
Leading virtual teams: How do social, cognitive, and behavioral capabilities matter?
Management Decision, 50(2), 273-290.
The authors of the research have the subject areas as the management, business and
entrepreneurship and the same are professors in the respective fields in United States. The
source is complimentary and similar to the source five and is also focussed on various aspects
of leadership. The work is primarily aimed at identification of the crucial leadership
capabilities in the different lifecycle stages of a virtual team. The method adopted in the work
is the location of various literary works on the virtual team leadership highlighting the
leadership capabilities and correlating the same with the various stages of the life cycle of
virtual teams. It is concluded in the work that appropriate leadership approach would lead to
increased levels of tolerance in terms of the temporal, cultural and geographic diversity as in
the members of virtual team.
Source 8
Derven, M. (2016). Four drivers to enhance global virtual teams. Industrial and Commercial
Training, 48(1), 1-8.
The work is comprehensive and different from other sources in a way that it does not
focusses on a single aspect of the virtual teams, rather highlights the key challenges faced,
benefits obtained from the implementation of the virtual teams and also suggests a framework
to overcome the key obstacles. The work highlights the four stages of team development that
is the definition of goals, testing of scope of responsibilities, establishing the ways of
communication and performing together in a team. Some of the important aspects highlighted
in work are people, relationships, leadership, rewards, governance and technology. The
simple literature format makes the work easy to understand and relevant for bibliography.
Source 9
Owens, D., & Khazanchi, D. (2018). Exploring the impact of technology capabilities on trust
in virtual teams. American Journal of Business, 33(4), 157-178.

ANNOTATED BIBLIOGRAPHY 6
The work is aimed to study the relationship between the use of the technology
affordances and the trust building in the virtual teams. The source is somewhat
complimentary to the source one and source two in terms of the key concept of the trust. The
primary research of the work is done through the evaluation of the multiple case-study
approach. The collection of both qualitative and quantitative data and incorporating the same
in work, makes the source detailed and relevant for the study of the topic. The research is
addressed to the developers of the technology in way that human behaviour can be carried on
in the virtual environment, provided the same is backed by the customised technological
capabilities.
Source 10
Han, S., & Beyerlein, M. (2016). Framing the Effects of Multinational Cultural Diversity on
Virtual Team Processes. Small Group Research, 47(4), 351-383.
The work is mainly centred on the role of the culture in the virtual teams and its
impact on the functioning of the virtual teams. The work highlights that the differences in the
national cultural values impact the employee relations, team performance and the
collaboration dynamics. While the members in the teams perceive the actions and words
according to their national cultural values, which further leads to misinterpretations and
biases. A systematic literature review over the years backs the above work. The work
examines the articles from the varied areas of the sociological factors, business,
communication, mass media, and other likewise. Tables presented in work makes the data
concise to understand and interpret by the audiences.

ANNOTATED BIBLIOGRAPHY 7
References
Ayoko, O. B., Konrad, A. M. & Boyle, M. V. (2012). Online work: Managing conflict and
emotions for performance in virtual teams. European Management Journal, 30(2),
156–174.
Cao, W., Xu, L., Liang, L., & Chaudhry, S. (2012). The impact of team task and job
engagement on the transfer of tacit knowledge in e-business virtual teams.
Information Technology and Management, 13(4), 333-340.
Chang, W., & Lee, C. (2013). Virtual team e‐leadership: The effects of leadership style and
conflict management mode on the online learning performance of students in a
business‐planning course. British Journal of Educational Technology, 44(6), 986-999.
Derven, M. (2016). Four drivers to enhance global virtual teams. Industrial and Commercial
Training, 48(1), 1-8.
Han, S., & Beyerlein, M. (2016). Framing the Effects of Multinational Cultural Diversity on
Virtual Team Processes. Small Group Research, 47(4), 351-383.
Klitmøller, A., Schneider, S., & Jonsen, K. (2015). Speaking of global virtual teams:
Language differences, social categorization and media choice. Personnel Review,
44(2), 270-285.
Luse, A., Mcelroy, J. C., Townsend, A. M., & Demarie, S. (2013). Personality and cognitive
style as predictors of preference for working in virtual teams. Computers in Human
Behavior, 29(4), 1825-1832.
Mukherjee, Debmalya, Lahiri, Somnath, Mukherjee, Deepraj, & Billing, Tejinder K. (2012).
Leading virtual teams: How do social, cognitive, and behavioral capabilities matter?
Management Decision, 50(2), 273-290.
Owens, D., & Khazanchi, D. (2018). Exploring the impact of technology capabilities on trust
in virtual teams. American Journal of Business, 33(4), 157-178.
Wei, L. H., Thurasamy, R. & Popa, S. (2018). Managing virtual teams for open innovation in
Global Business Services industry. Management Decision, 56(6), 1285–1305.