Zusammenfassung
Die Digitalisierung durchdringt die Arbeitswelt (Kauffeld und Maier 2020; Maier et al. 2020) und die Zusammenarbeit in virtuellen Teams ist bereits seit Jahren immer mehr zur Regel geworden (Zander et al. 2012, S. 592). Gleichzeitig stehen die Unternehmen vor der Herausforderung, diese geographisch, zeitlich und organisational verteilten Teammitglieder, die hauptsächlich über elektronische Kommunikationsmedien miteinander interagieren, bestmöglich in ihrer Zusammenarbeit zu unterstützen. Denn trotz ihrer Verbreitung zeichnet sich die virtuelle Teamarbeit häufig durch Kooperationsprobleme aus (u. a. Hinds et al. 2014; Afflerbach 2020). Beispielsweise kann Stille in der digitalen Interaktion von den beteiligten Kommunikationspartnern unterschiedlich interpretiert werden (u. a. Bjørn et al. 2014, S. 3) und wie die Stille des anderen wahrgenommen wird, kann von „meine Nachricht wird ignoriert“, „wurde übersehen“, „nicht verstanden“ bis „wird aktuell bearbeitet“ reichen. Viele traditionelle Lösungen für Kooperationsprobleme in Teams sind nur bedingt auf den virtuellen Kontext übertragbar, da beispielsweise die direkte Supervision durch Führungskräfte nur eingeschränkt möglich ist. Daher ist es entscheidend für den Erfolg eines virtuellen Teams, dass die einzelnen Teammitglieder gemeinsam Verantwortung für die Arbeitsergebnisse ihres Teams übernehmen (Carte et al. 2006, S. 323).
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Afflerbach, T., Gläsener, K. (2020). Gerechte oder ungerechte Kontrolle?. In: Badura, B., Ducki, A., Schröder, H., Klose, J., Meyer, M. (eds) Fehlzeiten-Report 2020. Fehlzeiten-Report, vol 2020. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-61524-9_15
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