Luis L. Martins

Virtual Teams: What Do We Know and Where Do We Go From Here?:

In this paper, we review the research on virtual teams in an effort to assess the state of the literature. We start with an examination of the definitions of virtual teams used and propose an integrative definition that suggests that all teams may be defined in terms of their extent of virtualness. Next, we review findings related to team inputs, processes, and outcomes, and identify areas of agreement and inconsistency in the literature on virtual teams. Based on this review, we suggest avenues for future research, including methodological and theoretical considerations that are important to advancing our understanding of virtual teams.

Moderators of the Relationship Between Work-Family Conflict and Career Satisfaction

In this study, we examined the moderating effects of individual differences and sources of support on the negative relationship between work-family conflict and career satisfaction. Data from 975 managers indicated that the relationship was significant for women irrespective of age but was significant for men only in later career. Moreover, the relationship was stronger for individuals who were in the minority gender in their work groups, but it was weaker for those who had strong community ties. Implications are discussed.

Explaining Organizational Responsiveness to Work-Family Issues: The Role of Human Resource Executives as Issue Interpreters

A multitheoretical approach was used to explore why organizations vary in the degree to which they have adopted policies designed to help employees manage their work and family lives. Our findings ...

Racioethnic Diversity and Group Members’ Experiences The Role Of The Racioethnic Diversity Of The Organizational Context

This study examines the effects of a group’s racioethnic diversity on its members’ experiences in two organizational contexts: one that is relatively heterogeneous in racioethnicity and another that is more homogeneous. Additionally, this study examines the effects of diversity on the deeper level trait of collectivism, in both contexts. The authors propose that the extent of racioethnic diversity in the organizational context will determine whether group members pay attention and react to racioethnic category differences or focus on deeper level differences in values and attitudes within their groups. Consistent with this notion, it was found that a group’s racioethnic diversity has stronger negative effects on its members’ experiences in the more homogeneous context than in the more heterogeneous one. The authors also found that a group’s diversity in collectivism has significant negative effects on its members’ experiences in the more heterogeneous context but not in the more homogeneous one.

Effects of gender diversity management on perceptions of organizational attractiveness : The role of individual differences in attitudes and beliefs

In this study, the authors examined how individual gender-related attitudes and beliefs affect the reactions of men and women to gender diversity management programs in organizations. They found that whereas there were no significant between-sex differences in the effects of gender diversity management on organizational attractiveness, there were strong within-sex differences based on individual attitudes and beliefs. Specifically, within the sexes, centrality of ones gender identity, attitudes toward affirmative action for women, and the belief that women are discriminated against in the workplace moderated the effects of gender diversity management on organizational attractiveness. The findings, combined with prior research, suggest that it is critical for organizations to incorporate efforts to manage perceptions of gender diversity management programs into their diversity management strategies.

Creativity in Virtual Work Effects of Demographic Differences

Organizations are increasingly using virtual teams, in which individuals work with their teammates across distance and differences, using a variety of information and communication technologies. In this study, the authors examined how demographic differences (i.e., differences in race, sex, age, and nationality) between individuals working virtually affected their collective creativity. Specifically, the authors examined how demographic differences interacted with the nature of interaction processes (establishment of rapport, participation equality, and process conflict) and difference in technical experience, to affect creativity in short-term virtual work interactions. Differences in age interacted with the processes and with differences in technical experience to affect creativity. Differences in nationality had a strong negative direct effect and interacted with differences in technical experience to affect creativity. Differences in sex and race did not significantly affect creativity. Implications of findings for managing virtual teams are discussed.

Global virtual teams: Key developments, research gaps, and future directions

Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly prevalent in organizations today. There has been a burgeoning of research on this relatively new organizational unit, spanning various academic disciplines. In this chapter, we review and discuss the major developments in this area of research. Based on our review, we identify areas in need of future research, suggest research directions that have the potential to enhance theory development, and provide practical guidelines on managing and working in GVTs.

Gender Diversity Programs, Perceived Potential for Advancement, and Organizational Attractiveness: An Empirical Examination of Women in the United States and France

We conducted an experimental study to compare the effects of organization-sponsored gender diversity management programs on women’s evaluations of organizational attractiveness in two countries: the United States and France. Importantly, we examined perceived potential for advancement as a mediator of the relationship, thus elaborating on an underlying mechanism implied by signaling theory. Results from a sample of 230 women in the United States and France provided overall support for the model. We found that country and individual characteristics affect how diversity management signals are translated into perceptions of the organization. We discuss the theoretical and practical contributions of the study, as well as limitations and opportunities for future research.

Virtual Teams and Creative Performance

We developed and tested a model of the effects of demographic differences (i.e., differences in race, sex, age, and nationality) on creativity in dyads having short-term virtual work interactions. Specifically we examined how demographic differences interacted with dyad processes (establishment of rapport, participation equality, and process conflict) and a key input factor (difference in technical experience), to affect the creativity of dyads working virtually. Differences in nationality had a strong negative direct effect, and interacted with differences in technical experience to affect creativity. Differences in age interacted with dyad processes and differences in technical experience to affect creativity. Differences in sex and race did not significantly affect creativity. Implications are discussed for managing creative virtual work.

The Hare and the Fast Tortoise: Dynamic Resource Reconfiguration and the Pursuit of New Growth Opportunities by Yahoo and Google (1995–2007)

Abstract Strategic management research has shown growing interest in understanding the dynamic resource reconfiguration processes through which firms grow, evolve, and sustain profitability. The goal of our study is to understand how dynamic resource reconfigurations enable firms to pursue growth opportunities. We use the methods of inductive theory building from case studies to elaborate current theoretical understanding about how firms draw on both internal and external resources in the pursuit of growth. We examine the patterns of resource reconfigurations through which Yahoo and Google powered their early growth strategies in their first 10 years of existence. We analyze a total of 192 new product launches in 43 markets by the two firms to capture how they reconfigured resources dynamically. Our analysis reveals that both firms developed highly dynamic strategies exhibiting both surprising similarities and differences. These similarities and differences provided the basis for our theoretical insights about the development of what we term “dynamic resource platforms,” comprising of (a) dynamic resource shifts; (b) targeted resource orchestration; and (c) complementary processes balancing dynamism and capability development. These ideas contribute novel theoretical insights to current strategic management research on dynamic capabilities and on resource reconfiguration and redeployment.