Engender creativity and originality among team members: because virtual
teams are diverse and heterogeneous, these teams are much more powerful and
effective structures compared to traditional team structures influenced by time
and place. Diversity helps engender creativity and originality among virtual
team members.
(4) Create equal opportunities in the workplace: in a virtual work environment,
physical disadvantaged employees gain easier access to the virtual workplace
than to a physical office. This ease of access helps organizations reasonably
accommodate the particular needs of a range of disadvantaged employees.
(5) Discourage age and race discrimination: virtual teams contribute to this quest
because the performance management of employees is primarily based on their
productivity as opposed to other attributes. Conducting business online creates
an environment that promotes equality and equity among employees.
For MNEs, virtual teams operating across boundaries of time and geography are fast
becoming necessities of the everyday business world (Goodbody, 2005). Although
virtual teams can be highly successful units, it is also important to be aware of their
drawbacks. Some of the main downsides of virtual teams include the following:
(1) A lack of expertise in technological applications related to virtual teaming
among some mature senior managers: in this light, virtual teams may actually
experience a kind of generation gap according to Lipnack and Stamps (2000,
p. 15). The under 30s are ‘‘more likely to be more computer-facile than their
more senior leaders, who may not even have the simple skill of rapidly pointing
and clicking (and perhaps even typing)’’. In contrast, the younger generation of
employees uses computers and allied technologies as a way of life.
(2) A general lack of knowledge among employees about the higher level
technological applications related to virtual teaming. As a relatively new
structure, many employees engaged in virtual teams will certainly require some
level of training in the area. Snyder (2003) suggests that many ‘‘organizations
create virtual teams with almost no understanding of the unique implications of
that decision’’. Even computer-savvy employees may not possess sufficient
prerequisite knowledge to meet the technological demands within a virtual
team.
(3) The virtual structure may not fit the operational environment: virtual teams
may not be an appropriate tool for every company or organization. Joinson
(2002) suggests that industries such as manufacturing may not be conducive to
the use of virtual teams. He indicates that ‘‘any type of work that’s very
sequential or integrated can pose problems for virtual teams’’.
(4) Some employees may be unsuited psychologically to work entirely in a virtual
space: thus, virtual teams are not always seen as ideal for many employees.
According to Joinson (2002), some people ‘‘who are stimulated by interaction
with other people or who need external structure to stay on track may be
unsuccessful in a virtual environment’’. These employees thus require extensive
training and support if they are to be engaged, even partially, as a member of a
virtual team.
Engender creativity and originality among team members: because virtual
teams are diverse and heterogeneous, these teams are much more powerful and
effective structures compared to traditional team structures influenced by time
and place. Diversity helps engender creativity and originality among virtual
team members.
(4) Create equal opportunities in the workplace: in a virtual work environment,
physical disadvantaged employees gain easier access to the virtual workplace
than to a physical office. This ease of access helps organizations reasonably
accommodate the particular needs of a range of disadvantaged employees.
(5) Discourage age and race discrimination: virtual teams contribute to this quest
because the performance management of employees is primarily based on their
productivity as opposed to other attributes. Conducting business online creates
an environment that promotes equality and equity among employees.
For MNEs, virtual teams operating across boundaries of time and geography are fast
becoming necessities of the everyday business world (Goodbody, 2005). Although
virtual teams can be highly successful units, it is also important to be aware of their
drawbacks. Some of the main downsides of virtual teams include the following:
(1) A lack of expertise in technological applications related to virtual teaming
among some mature senior managers: in this light, virtual teams may actually
experience a kind of generation gap according to Lipnack and Stamps (2000,
p. 15). The under 30s are ‘‘more likely to be more computer-facile than their
more senior leaders, who may not even have the simple skill of rapidly pointing
and clicking (and perhaps even typing)’’. In contrast, the younger generation of
employees uses computers and allied technologies as a way of life.
(2) A general lack of knowledge among employees about the higher level
technological applications related to virtual teaming. As a relatively new
structure, many employees engaged in virtual teams will certainly require some
level of training in the area. Snyder (2003) suggests that many ‘‘organizations
create virtual teams with almost no understanding of the unique implications of
that decision’’. Even computer-savvy employees may not possess sufficient
prerequisite knowledge to meet the technological demands within a virtual
team.
(3) The virtual structure may not fit the operational environment: virtual teams
may not be an appropriate tool for every company or organization. Joinson
(2002) suggests that industries such as manufacturing may not be conducive to
the use of virtual teams. He indicates that ‘‘any type of work that’s very
sequential or integrated can pose problems for virtual teams’’.
(4) Some employees may be unsuited psychologically to work entirely in a virtual
space: thus, virtual teams are not always seen as ideal for many employees.
According to Joinson (2002), some people ‘‘who are stimulated by interaction
with other people or who need external structure to stay on track may be
unsuccessful in a virtual environment’’. These employees thus require extensive
training and support if they are to be engaged, even partially, as a member of a
virtual team.
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