CAMBIOS EN LOS ESPACIOS DISCURSIVOS A PARTIR DE LA ORALIDAD

different variables that impact performance of global virtual teams and validate it through an exploratory experiment conducted in an academic setting. The authors proposed a model which includes- Input: trust, comfort level, motivation, communication effectiveness, cohesion; Process: initial online socialization, communication process, collaborative team work, coordination process; Outcome variable: project success, learning effectiveness. The methodology followed for research was an exploratory experimental study, which examines the performance of globally distributed virtual teams. The authors constructed items for measuring various predictor and output variables relating to performance of such virtual teams. The model was validated using a study conducted in an academic setting consisting of students at the East Carolina University (ECU), USA and Management Development Institute (MDI), Gurgaon, India.

Preliminary analysis indicates that trust between team members and communication effectiveness of the teams has significant positive correlation with the success of virtual team projects.

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This model showed that trust between team members, comfort level, motivation, communication effectiveness and cohesion of the team members influences the processes of project and is highly correlated with team members’ effectiveness in execution of projects.

Figure 3.2: Model for factors effecting performance of the virtual project teams

3.2.3 Riedl, B.C., Gallenkamp, J. V. & Picot, A. (2013) explored the moderating role of virtuality on trust in leaders and the consequences on performance of employees. The effect of trust on the performance was examined. The methodology used was quantitative in nature. There were a total of 121 people, of whom 44% were women and 56% men, working at least in parts virtually with their leader. The participants were distributed in several stations, mainly throughout Germany and Europe. The data was collected using a web survey.

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The results showed that, as hypothesized, the virtuality of the relationship between leader and employee significantly influenced the relationship between trustworthiness and trust. Furthermore, the perceived trust significantly influenced both performance measures.

The analysis of the data showed the trust in leadership plays a great role in enhancing the performance of the teams.

3.2.4 Pinjani, P., & Palvia, P. (2013) designed a normative framework that would assist organizations in understanding the relationship between diversity, mutual trust, and knowledge sharing among GVTs, with additional focus on understanding the moderating impact of collaborative technology and task characteristics. Based on the literature study, certain hypotheses were proposed. The methodology used was a mix of quantitative and qualitative approach.

Figure 3.4: Conceptual model showing relationship between diversity, mutual trust and knowledge sharing

The results shown as model depicted in figure 3.4 found that in GVTs, deep level diversity has a more significant relationship with team processes of mutual trust and knowledge sharing than visible functional level diversity. This relationship is moderated by the collaborative capabilities of available technology and levels of interdependence of the task. Furthermore, knowledge sharing and mutual trust mediate the relationship between diversity levels and team effectiveness.

This conceptual model depicted the importance of mutual trust and knowledge sharing in the effectiveness of global virtual teams by discussing the role of diversity on performance and satisfaction of team members.

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3.2.5 De Jong, B. a., & Elfring, T. (2010) investigated how trust affects the performance of ongoing teams. They propose a multiple mediator model as shown in figure 3.5 in which different team processes act as mediating mechanisms that transmit the positive effects of trust to team performance. They focused on three team-level processes—team “reflexivity,” team monitoring, and team effort—and examine how these act as mediating mechanisms that together transmit the effects of trust to performance. The quantitative

methodology was used. The data was collected through The Netherlands through a web survey. Data on trust, effort, monitoring, and reflexivity were gathered from the teams’ members, whereas data on team performance were collected from the teams’ supervisors.

Figure 3.5: Conceptual model showing effect of trust on performance using three mediating parameters

They found support for the mediated effects of trust via team monitoring and team effort. The results did not support the mediating role of “team reflexivity.” These findings contribute to understanding how trust operates within ongoing teams in a way that is distinct from what is known from studies of short-term teams.

This model analysed the effect of trust on the performance of the teams by analysing the mediating effect of reflexivity, monitoring and effort of the teams. The support for team monitoring and team effort is found whereas the team reflexivity does not show any support.

3.2.6 Chang, H. H., Chuang, S.-S., & Chao, S. H. (2011) proposed a model as shown in figure 3.6 of virtual teams to investigate how cultural adaptation, communication quality, and trust affect the performance of virtual teams and their interaction with each

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other. After broadly reviewing the literature, five Research propositions were proposed. A qualitative method has been applied in the study. Four virtual team members from diverse teams were interviewed in order to explore how virtual teams work and whether propositions were confirmed in practice. The analysis results revealed that cultural adaptation, communication quality, and trust have positive effects on the performance of virtual teams.

Figure 3.6: Conceptual Framework containing cultural adaptation, communication and trust

This model proved a positive role of trust on the performance of the teams. The emergence of trust also gets affected by the cultural diversity of the teams.

3.2.7 Garrison, G. et al., (2010) studied the model shown in figure 3.7 and empirically