Advertisement

The Effect of Consistency Between Leadership and Technology on Knowledge Integration in GDTs

  • Vincenza Poliandri
  • Elisa Mattarelli
  • Fabiola Bertolotti
  • Maria Rita Tagliaventi
  • Alessandro Grandi
Conference paper
Part of the Lecture Notes in Information Systems and Organisation book series (LNISO, volume 6)

Abstract

The literature on distributed work has recognized the importance of enhancing our understanding of how leadership processes change in globally distributed teams (GDTs), and of the interplay between leadership processes and the use of collaborative technologies. However, we still find limited, and sometimes contradictory, empirical evidence on the topic. Following the theoretical framework of e-leadership, the aim of this paper is to explore how emergent and formal leadership processes co-evolve with the use of collaborative technologies in GDTs and their influence on team performance. We conducted a multiple case study in five GDTs engaged in scientific collaborations. Our analysis suggests that the attainment of consistency between leadership processes and technology use is related to better knowledge integration, which is an important antecedent of overall team performance.

Keywords

GDT Leadership Team effectiveness Collaborative technologies use 

References

  1. 1.
    O’Leary, M.B., Cummings, J.N.: The spatial, temporal, and configurational characteristics of geographic dispersion in teams. MIS Q. 31(3), 433–452 (2007)Google Scholar
  2. 2.
    Avolio, B.J., Walumbwa, F., Weber, T.: Leadership: current theories, research, and future directions. Ann. Rev. Psychol. 60, 421–449 (2009)CrossRefGoogle Scholar
  3. 3.
    Avolio, B.J., Kahai, S.S.: Adding the “E” to e-leadership: how it may impact your leadership. Org. Dyn. 31(4), 325–338 (2003)CrossRefGoogle Scholar
  4. 4.
    Thomas, D.M., Bostrom, R.P.: Vital signs for virtual teams: an empirically developed trigger model for technology adaptation interventions. MIS Q. 34(1), 115–142 (2010)Google Scholar
  5. 5.
    Piccoli, G., Ives, B.: Trust and the unintended effects of behavior control in virtual teams. MIS Q. 27(3), 365–395 (2003)Google Scholar
  6. 6.
    Kayworth, T.R., Leidner, D.E.: Leadership effectiveness in global virtual teams. J. Manag. Inf. Syst. 18(3), 7–40 (2002)Google Scholar
  7. 7.
    Dennis, A.R., Valacich, J.S.: Rethinking media richness: towards a theory of media synchronicity. In: Proceedings of the 32nd Hawaii International Conference on System Sciences (2008)Google Scholar
  8. 8.
    Yoo, Y., Alavi, M.: Emergent leadership in virtual teams: what do emergent leaders do? Inf. Organ. 14(1), 27–58 (2004)CrossRefGoogle Scholar
  9. 9.
    Avolio, B.J., Kahai, S., Dodge, G.E.: E-leadership: implications for theory, research, and practice. Leadersh. Q. 11(4), 615–668 (2000)CrossRefGoogle Scholar
  10. 10.
    Xiao, Y., Seagull, F.J., Mackenzie, C.F., Klein, K.J., Ziegert, J.: Adaptation of team communication patterns. In: Weisband, S. (ed.) Exploring the Effects of Leadership at a Distance: Task Urgency, and shared Team Experience in Leadership at a Distance: Research in Technologically-Supported Work, pp. 71–96. Erlbaum, New York (2007)Google Scholar
  11. 11.
    Kruempel, K.: Making the right (interactive) moves for knowledge-producing tasks in computer-mediated groups. IEEE Trans. Prof. Commun. 43(2), 185–195 (2000)CrossRefGoogle Scholar
  12. 12.
    DeSanctis, G., Poole, M.S.: Capturing the complexity in advanced technology use: adaptive structuration theory. Organ. Sci. 5, 121–194 (1994)CrossRefGoogle Scholar
  13. 13.
    Walsham, G.: Interpretive case studies in IS research: nature and method. Eur. J. Inf. Syst. 4, 74–81 (1995)CrossRefGoogle Scholar
  14. 14.
    Strauss, A., Corbin, J.: Basics of Qualitative Research, Grounded Theory Procedures and Techniques. Sage, Newbury Park (1998)Google Scholar
  15. 15.
    Crowston, K., Misiolek, N.I., Heckman, R.: Leadership in self-managing virtual teams. Working paper, Syracuse University School of Information Studies (2010). http://crowston.syr.edu/content/leadership-self-managing-virtual-teams. Accessed 3 May 2013
  16. 16.
    Mattarelli, E., Bertolotti, F., Macrì, D.M.: The use of ethnography and grounded theory in the development of a management information system. Eur. J. Inf. Syst. 22(1), 26–44 (2013)CrossRefGoogle Scholar
  17. 17.
    Gardner, H.K., Gino, F., Staats, B.R.: Dynamically integrating knowledge in teams: transforming resources into performance. Acad. Manag. J. 55(4), 998–1022 (2012)CrossRefGoogle Scholar

Copyright information

© Springer International Publishing Switzerland 2014

Authors and Affiliations

  • Vincenza Poliandri
    • 1
  • Elisa Mattarelli
    • 2
  • Fabiola Bertolotti
    • 2
  • Maria Rita Tagliaventi
    • 1
  • Alessandro Grandi
    • 1
  1. 1.Università di BolognaBolognaItaly
  2. 2.Università di Modena e Reggio EmiliaReggio EmiliaItaly

Personalised recommendations