Abstract
With the spreading of decentralized or “virtual” teams, group development systems and tools become essential that consider the characteristics of dispersed work. Compared to traditional face-to-face teams, virtual teams are shown to be more vulnerable to motivation losses and show lower levels of trust, cohesion, and satisfaction (Hertel, Konradt Orlikowski, 2004; Rocco et al., 2001; Warkentin et al., 1997). Particularly, the lack of feedback and information about team processes within the virtual teams, which are due to the de-location and reduction of social contacts among team members, has been repeatedly mentioned as a major problem.
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© 2005 Deutscher Universitäts-Verlag/GWV Fachverlage GmbH, Wiesbaden
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Geister, S. (2005). Summary. In: Feedback in virtuellen Teams. Betriebswirtschaftliche Aspekte lose gekoppelter Systeme und Electronic Business. Deutscher Universitätsverlag. https://doi.org/10.1007/978-3-322-81202-5_10
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DOI: https://doi.org/10.1007/978-3-322-81202-5_10
Publisher Name: Deutscher Universitätsverlag
Print ISBN: 978-3-8244-0832-0
Online ISBN: 978-3-322-81202-5
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