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A comparison of the effects of extra...

Warren, John.

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A comparison of the effects of extraversion and expertise on virtual team and face-to-face team interaction and performance.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	A comparison of the effects of extraversion and expertise on virtual team and face-to-face team interaction and performance./
作者:	Warren, John.
面頁冊數:	128 p.
附註:	Source: Dissertation Abstracts International, Volume: 64-03, Section: A, page: 0989.
Contained By:	Dissertation Abstracts International64-03A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3083897

A comparison of the effects of extraversion and expertise on virtual team and face-to-face team interaction and performance.
Warren, John.

A comparison of the effects of extraversion and expertise on virtual team and face-to-face team interaction and performance. - 128 p.

Source: Dissertation Abstracts International, Volume: 64-03, Section: A, page: 0989.

Thesis (Ph.D.)--University of Illinois at Chicago, 2003.

The increasing importance of teams in organizations and the emergence of a variety of computer mediated communication systems (CMCS) to support these teams have contributed to the growth of virtual work teams. These virtual teams typically are groups of geographically and/or organizationally dispersed workers that collaborate using a combination of telecommunication and information technologies to accomplish organizational tasks. Teams, in general, have been shown to exhibit constructive, aggressive, or passive interaction styles that affect communication and thus team performance by facilitating or hindering the exchange of information among group members. The effects of interaction style on team performance have been well established in face-to-face teams. Recent research has revealed that the interaction styles produced similar results in virtual teams.Subjects--Topical Terms:

626628
Business Administration, Management.

A comparison of the effects of extraversion and expertise on virtual team and face-to-face team interaction and performance.
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245 1 0 $a A comparison of the effects of extraversion and expertise on virtual team and face-to-face team interaction and performance.
300 $a 128 p.
500 $a Source: Dissertation Abstracts International, Volume: 64-03, Section: A, page: 0989.
500 $a Adviser: Richard Potter.
502 $a Thesis (Ph.D.)--University of Illinois at Chicago, 2003.
520 $a The increasing importance of teams in organizations and the emergence of a variety of computer mediated communication systems (CMCS) to support these teams have contributed to the growth of virtual work teams. These virtual teams typically are groups of geographically and/or organizationally dispersed workers that collaborate using a combination of telecommunication and information technologies to accomplish organizational tasks. Teams, in general, have been shown to exhibit constructive, aggressive, or passive interaction styles that affect communication and thus team performance by facilitating or hindering the exchange of information among group members. The effects of interaction style on team performance have been well established in face-to-face teams. Recent research has revealed that the interaction styles produced similar results in virtual teams.
520 $a Personality is an important part of what individuals bring to the team, as in its contribution to interaction styles. Extraversion has been revealed to be the personality factor that correlates positively with individual performance in tasks involving social interaction. Similarly, previous research has shown that expertise is positively related to team performance. However, there has been little research on the subject of the levels of extraversion in work teams and its effect on the team's interaction processes in a virtual work environment.
520 $a This dissertation explores how different constellations of extraversion and expertise manifest themselves into group interaction styles and how these styles relate to performance outcomes. A total of 703 participants divided into 98 virtual and 79 face-to-face teams completed a series of tasks to provide data on performance outcomes. Surveys and questionnaires were completed to determine the levels of extraversion, and the group's interaction style. The findings revealed that it is mostly group interaction styles, not individual personality or the expertise of one individual, that have predictive power on process outcomes in both face-to-face and virtual teams.
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