ABSTRACT
Abstract: The virtual teams studied in NJIT’s program of research are task-oriented groups, dispersed in time and space, that work together using computer-mediated communication (CMC) to produce a product such as the design and implementation of a software artifact. There are two basic ways of providing support or structure for virtual teams’ interaction: construct or use special software (or hardware) tools that support and guide the groups, or impose interaction processes (e.g., leadership roles, schedules of deliverables, rules of interaction) designed to enhance process gains and decrease process losses. Which approach performs better under which conditions is still a major research question. This chapter briefly reviews the literature on virtual teams, describes the evolution of a long-term series of studies on distributed teams using asynchronous computer-mediated communication, and then reports the results of several recent field experiments conducted at NJIT. These experiments included two studies of ways to provide support for large teams: One provided sophisticated listing and voting tools, and the other imposed a Delphi type process. The results were not always as hypothesized. We describe how some independent variables were dropped from subsequent studies or raised issues for future research. Keywords: Virtual Teams, Computer-Mediated Communication, Social Process Structuring
INTRODUCTION: LITERATURE REVIEW ON GSS AND VIRTUAL TEAMS
For over twenty years, a team of researchers centered at NJIT has conducted experiments and field studies designed to improve the effectiveness of group support systems for distributed groups communicating via asynchronous computer-mediated communication. In this chapter, we describe the persistence and evolution of interest in different independent variables, as well as of methods of inquiry, since each study or series of studies suggested additional research questions and issues. Many other technologies can help distributed teams-synchronous tools such as NetMeeting or a shared editor (Olson et al., 1993); awareness tools such as Instant Messenger; calendaring tools to help schedule meetings; and so forth. However, this chapter reviews a program of studies on asynchronous teams at NJIT, rather than the entire field of research on virtual teams and group support systems in general.
