Equipes et communautés virtuelles deviennent un mode relationnel collectif largement généralisé. Elles possèdent des caractéristiques spécifiques : distances géographiques, rencontres physiques rares voire inexistantes, aptitude à inclure des grands nombres, facilité d’entrée-sortie, communication écrite dominante, ou effacement du statut social. Elles disposent d’un important bouquet d’outils web 2.0 collaboratifs avec des capacités propres, telles que la mémorisation des échanges, la possibilité du synchrone et de l’asynchrone, le dialogue multiple simultané, l’anonymat éventuel. La collaboration à distance réclame l’acquisition d’un nouveau savoir-faire devenu impératif, que nous appelons le management virtuel. Basée sur l’Analyse Systémique et l’Adaptive Structuration Theory, cette recherche propose un modèle, une mesure et une méthode d’aide au management virtuel. Le modèle est une représentation d’une entité virtuelle en trois dimensions fonctionnelles : la valeur ajoutée collective, la satisfaction des membres, et la flexibilité des frontières. Il s’appuie sur le concept d’adjacence, qui ajoute aux deux rôles d’un individu – l’agent, membre agissant pour la collectivité et l’acteur, stratège agissant pour lui - celui de personne connectée à d’autres individus ou communautés de même domaine d’intérêt. Toute entité virtuelle possède des individus adjacents et communautés adjacentes, en dehors d’elle, et intéressant le management virtuel. La mesure de la e-collaboration comprend celles de l’usage et de l’intérêt pour 18 outils collaboratifs. Elle a été réalisée auprès d’un échantillon de 199 entreprises pendant trois ans. The traitement de cette base de données a permis la création du modèle. Elle révèle des sous-groupes hostiles ou en faveur de la e-collaboration et indique sous quelles conditions elle est envisageable. Elle donne des tendances. Ainsi, les pratiques de community management commencent à être exploitées en interne dans le management d’équipes virtuelles. L’échantillon de grandes entreprises a montré aussi que la e-collaboration est en avance dans un pays émergent, le Vietnam, par rapport à la France. La recherche propose enfin une méthode, dénommée VEMS, Virtual Entities Management Support. Elle part d’une analyse de l’environnement et de la définition d’une stratégie en trois dimensions, puis détermine les fonctions de l’équipe ou de la communauté, les attitudes et les outils adéquats. Elle offre un choix de 18 fonctions et 79 attitudes déduites des recommandations de la littérature et enrichies des observations de l’échantillon. Cette méthode a été appliquée à cinq entités virtuelles de nature très différentes : internes chez un industriel et une banque, externes chez un réseau social, une communauté de fans de web séries, et une autre de fans de cuisine. Ces communautés possèdent de 160.000 à 40 membres. Pour chacune, une stratégie a pu être déployée, avec une série précise d’attitudes et d’outils, point de départ d’un programme opérationnel. Cinq fonctions et 22 attitudes sont communes à toutes les entités étudiées, dont six concernent les adjacences. Elles peuvent être considérées comme le fondement du management virtuel. La méthode a été également déployée auprès de quatre communautés de marques d’un même secteur à faible engagement. Quatre scénarios ont été déduits, dont la participation dans une communauté adjacente, préférable à celui de la création d’une communauté propre. / Virtual teams and communities become a widely spread collective relational mode. They have specific characteristics: geographical distances, physical meetings rare or nonexistent, ability to include large numbers, ease of input-output, dominant written communication, erasure of social status. They can benefit from a large number of web 2.0 collaborative tools with their own capacities, such as the storage of communications, the possibility of synchronous and asynchronous dialogue, multiple simultaneous exchanges, eventual anonymity. The e-collaboration requires the acquisition of a new imperative skill that we call virtual management. Based on the Systemic Analysis and Adaptive Structuration Theory, this research proposes a model, a measurement and a method, the Virtual Entities Management Support. The model is a representation of a virtual entity in three functional dimensions: the collective value, member satisfaction, and flexible frontiers. It is based on the concept of adjacency, which adds to the two roles of the individual - the agent acting for the community, and the actor acting for himself - the person connected to other individuals or communities with the same area of interest. Any virtual entity is connected to adjacent individuals and communities, an area of interest of the virtual management. The proposed measurement of e-collaboration includes the use and the interest for 18 collaborative tools. It was conducted with a sample of 199 companies for three years. This database processing has enabled the creation of the model. It reveals subgroups hostile or for e-collaboration and under what conditions it is interesting. It provides trends. Thus, the practice of community management begins to be used internally in the management of virtual teams. The sample of large firms also showed that e-collaboration is ahead in an emerging country, Vietnam, compared with France. The research also proposes a Virtual Entities Management Support method, called VEMS. It starts with an analysis of the environment, the definition of a strategy in three dimensions, and then determines the functions of the team or community, the attitudes and its appropriate tools. It offers a choice of 18 functions and 79 attitudes derived from the literature recommendations and enriched with the sample observations. This method has been applied to five virtual entities of different kinds: internal to an industrial manufacturer and a large bank, external to a social network, a community of fans of web series, and another community of fans of cookery. This entities include from 40 up to 160,000 members. For each, a strategy has been defined, with a specific set of attitudes and tools, the starting point of an operational program. Five functions and 22 attitudes are common to all the entities studied, six of which relate to adjacencies. They can be considered as the foundation of virtual management. The method has also been deployed to four brand communities of a sector with low consumer engagement. Four scenarios were deducted, including the participation to an adjacent community, preferable to the creation of a brand community.

Abstract Background:  Due to the COVID-19 pandemic a series of regulations and recommendations were imposed. This resulted in firms transitioning their co-located teams into virtual teams in an effort to slow down and prevent the spread of COVID-19. This research focuses on the individual team member’s experience of the transition. The transition is a digital transformation and organizational change and its effects on the individual team member is being studied.  Purpose:  The purpose of this research study is to explore how individual team members experience the transition from a co-located team into a virtual team. Trust, communication and social interactions are previously known challenges for virtual teams. Therefore, we strive to explore how these aspects have been affected by the transition and how the individual team member has experienced it.  Method:  This study follows a qualitative research design and the method of choice is semi-structured interviews that have been carried out in a virtual environment due to the current COVID-19 pandemic. Eleven interviewees have contributed to the empirical study. The main findings are presented in chapter 4 and analyzed against existing literature in chapter 5, to finally be concluded in chapter 6.  Conclusion:  Trust has previously been listed as a major challenge for virtual teams. However, our empirical findings have not identified trust as a major challenge and therefore contradict this. Communication has changed and the biggest two contributors to this is that the communication is digital and that body language becomes less effective in a virtual setting as compared to face-to-face communication. However, communication has not been a major issue during the transition but rather a complication. Social interactions were identified as the aspect affecting the team members the hardest since they had become non-existent except for in the virtual environment in many cases. A high level of digital maturity and the teams previously being co-located is seen to have made the transitions easier in terms of trust and communication. Furthermore, team members struggle to find their work life balance and often work more hours.