A meta-analytic investigation of virtuality and information sharing in teams
AbstractWe uncover new insights on the role of virtuality on team information sharing. A new two-dimensional conceptualization of information sharing (Mesmer-Magnus & DeChurch, 2009) enabled us to reconcile past inconsistencies in the virtual team literature. Recasting the findings of 94 studies (total number of groupsÂ =Â 5596; total N approximatelyÂ =Â 19,702) into this framework reveals three key insights. First, virtuality improves the sharing of unique information, but hinders the openness of information sharing. Second, unique information sharing is more important to the performance of face-to-face teams than is open information sharing, whereas open information sharing is more important to the performance of virtual teams than is unique information sharing. Third, the effects of virtuality on information sharing are more curvilinear than linear - such that low levels of virtuality improve information sharing, but high levels hider it. Implications for research and practice are discussed.
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Bibliographic InfoArticle provided by Elsevier in its journal Organizational Behavior and Human Decision Processes.
Volume (Year): 115 (2011)
Issue (Month): 2 (July)
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Web page: http://www.elsevier.com/locate/obhdp
Team Group Information sharing Virtual Virtuality;
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