Jeanne M. Wilson

Team Boundary Issues Across Multiple Global Firms

Numerous methodological issues arise when studying teams that span multiple boundaries. The main purpose of this paper is to raise awareness about the challenges of conducting field research on teams in global firms. Based on field research across multiple firms (software development, product development, financial services, and high technology), we outline five types of boundaries that we encountered in our field research (geographical, functional, temporal, identity, and organizational)and discuss methodological issues in distinguishing the effects of one boundary where multiple boundaries exist. We suggest that it is important to: (1) appropriately measure the boundary of interest to the study, (2) assess and control for other influential boundaries within and across teams, and (3)distinguish the effects of each boundary on each team outcome of interest. Only through careful attention to methodology can we properly assess the effects of team boundaries and appreciate their research and practical implications for designing and using information systems to support collaborative work.Numerous methodological issues arise when studying teams that span multiple boundaries. The main purpose of this paper is to raise awareness about the challenges of conducting field research on teams in global firms. Based on field research across multiple firms (software development, product development, financial services, and high technology), we outline five types of boundaries that we encountered in our field research (geographical, functional, temporal, identity, and organizational)and discuss methodological issues in distinguishing the effects of one boundary where multiple boundaries exist. We suggest that it is important to: (1) appropriately measure the boundary of interest to the study, (2) assess and control for other influential boundaries within and across teams, and (3)distinguish the effects of each boundary on each team outcome of interest. Only through careful attention to methodology can we properly assess the effects of team boundaries and appreciate their research and practical implications for designing and using information systems to support collaborative work.

Situation Invisibility and Attribution in Distributed Collaborations

This article expands theoretical and empirical understanding of interpersonal relationships under distributed conditions by highlighting the importance and consequences of situation invisibility. In a laboratory study, the authors demonstrate that distributed teammates are significantly more likely than collocated teammates to make internal dispositional attributions rather than situational attributions concerning negative partner behavior because of situation invisibility. These dispositional attributions in turn affect relational outcomes such as satisfaction and cohesion. The authors also demonstrate the impact of situational explanation as an antidote to situation invisibility.

Extending Construal-Level Theory to Distributed Groups: Understanding the Effects of Virtuality

This Perspectives article seeks to redirect research on distributed also referred to as virtual groups, a well-established organizational phenomenon in which group members are separated by one or more forms of distance e.g., geographic or temporal. Such distances directly affect individual behavior and shape other features of the context that alter group processes e.g., by forcing groups to adopt new communication tools. Prior research has examined isolated effects of various dimensions of virtuality without considering how these effects on individual behavior and group dynamics might have conceptually related underpinnings. To address this gap, we propose an extension of construal-level theory as a way to link the effects of virtuality through a common mediating mechanism. According to construal-level theory, events or objects that are physically or temporally distant are also distant psychologically and thus are likely to be described in terms of their general characteristics. In contrast, views of more proximal events or objects will be more detailed and nuanced. We develop propositions that illustrate how objective dimensions of distance create psychological distance and how that in turn affects how individuals view and interact with their teammates. We also develop propositions that show how the context of the distributed group e.g., technology usage affects this process over time. We compare and link this construal-based approach to alternatives based in theories of computer-mediated communication and social identity, and we thereby show that construal-level theory offers both parsimonious explanations and novel predictions about how and why distance alters perceptions of distributed group members including oneself. Finally, we consider theoretical and practical implications of construal-level theory for future organization science research and the management of virtual teams.

Research on teams with multiple boundaries

The main purpose of the paper is to discuss: (a) types of boundaries found in field research on teams; (b) methodological challenges encountered when examining teams that cross boundaries; and (c) possible research design solutions. Based on our own field research at three companies (a software development organization, a telecommunications firm, and a financial institution), we outline four different types of boundaries (geographical, functional, identity, and organizational) and discuss methodological issues in distinguishing the effects of one boundary where multiple boundaries existed. We suggest solutions to help: (a) isolate the effects of distance, (b) assess functional similarities within and across teams, (c) identify and control for the impact of multiple project affiliations, and (d) distinguish organizational level influences. Only though careful attention to measurement can we properly assess the effects of team boundaries and draw accurate conclusions about these changing forms of organization.