Presentation Title

Understanding the interplay between adaptive use of IT capabilities and development of shared mental models in virtual teams

Advisor Information

Deepak Khazanchi

Location

Dr. C.C. and Mabel L. Criss Library

Presentation Type

Poster

Start Date

7-3-2014 9:00 AM

End Date

7-3-2014 12:00 PM

Abstract

Virtual teams (VT) consist of people who rely on information technology (IT) capabilities to interact and work from different geographic locations to accomplish explicit team goals. The virtual team has become an important building block in organizations to achieve innovative collaborations. However, virtual teams continue to present many challenges. Developing shared mental models (SMM), which are team members’ shared understanding about key elements of the team’s environment, is one of the most significant challenges facing virtual teams. Despite the critical importance of IT in virtual teams, no study has empirically examined how virtual teams’ adaptive use of IT capabilities will influence the development of SMM in virtual teams. Drawing on theories from shared mental models and technology use research, this study examines the interplay between the adaptive use of IT capabilities (AUITC) and the development of shared mental models in virtual teams by developing a conceptual model. Three research propositions derived from this model are empirically validated using multiple longitudinal case studies within an educational setting. The results suggest that the degree to which virtual teams’ shared mental models converge is affected by the three dimensions of IT capabilities adaptive use: inclusiveness, usage experience, and fit. The findings suggest that managers of virtual teams should 1) encourage teams’ inclusive use of IT capabilities, 2) build an open and innovative culture, 3) choose knowledgeable, proactive, and responsible team leaders, 4) introduce technologies to support VTs that are compatible across heterogeneous platforms, and 5) set up clear team expectations about IT capabilities.

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COinS
 
Mar 7th, 9:00 AM Mar 7th, 12:00 PM

Understanding the interplay between adaptive use of IT capabilities and development of shared mental models in virtual teams

Dr. C.C. and Mabel L. Criss Library

Virtual teams (VT) consist of people who rely on information technology (IT) capabilities to interact and work from different geographic locations to accomplish explicit team goals. The virtual team has become an important building block in organizations to achieve innovative collaborations. However, virtual teams continue to present many challenges. Developing shared mental models (SMM), which are team members’ shared understanding about key elements of the team’s environment, is one of the most significant challenges facing virtual teams. Despite the critical importance of IT in virtual teams, no study has empirically examined how virtual teams’ adaptive use of IT capabilities will influence the development of SMM in virtual teams. Drawing on theories from shared mental models and technology use research, this study examines the interplay between the adaptive use of IT capabilities (AUITC) and the development of shared mental models in virtual teams by developing a conceptual model. Three research propositions derived from this model are empirically validated using multiple longitudinal case studies within an educational setting. The results suggest that the degree to which virtual teams’ shared mental models converge is affected by the three dimensions of IT capabilities adaptive use: inclusiveness, usage experience, and fit. The findings suggest that managers of virtual teams should 1) encourage teams’ inclusive use of IT capabilities, 2) build an open and innovative culture, 3) choose knowledgeable, proactive, and responsible team leaders, 4) introduce technologies to support VTs that are compatible across heterogeneous platforms, and 5) set up clear team expectations about IT capabilities.