Delvis distribuerade team (partially distributed teams, PDT:s) kan beskrivas som en hybridav traditionella samlokaliserade och fullt distribuerade virtuella team. PDT:s är team som har minst en samlokaliserad subgrupp och minst två subgrupper som är geografiskt distribuerade och kommunicerar med varandra framförallt via digitala media. PDT:s har mycket gemensamt med både traditionella samlokaliserade och fullt distribuerade virtuella team, men har också specifika egenskaper och utmaningar som ledare för PDT:s behöver hantera. För den här kvalitativa studien har vi genomfört intervjuer med nio formella ledare (chefer) för PDT:s. Vårt syfte har varit att bidra med kunskap om och ökad förståelse för formella ledares erfarenheter av att leda PDT:s, med fokus på de utmaningar som ledarskap inom PDT:s innebär och ledarnas strategier att hantera dessa utmaningar. Vi har valt att intervjua formella ledare eftersom det är de som har ansvaret för att verksamheten bedrivs i enlighet med de mål som satts upp av organisationen. Vi har använt oss av en egenutvecklad analysmodell baserad på en metafor om ledarskap i PDT:s som ett hav som ledare behöver navigera i. Vårt metaforiska hav består av tre skikt. Det djupaste skiktet föreställer ledarskapets substans. Det mellersta skiktet utgörs av teorier om virtuellt ledarskap, där teorin om paradoxalt virtuellt ledarskap är en central del. Det översta skiktet i havet utgörs av teorierna om PDT:s särdrag och ledarskap i PDT:s, såsom strukturella aspekter, uppkommande ledare, virtuellt avstånd, ingruppsdynamik och olika normer för elektronisk kommunikation. Vi har läst vårt empiriska material utifrån modellen och genomfört en tematisk analys. Slutsatsen är att  arbete i PDT:s ställer nya krav på ledare. Utöver att bekräfta delar av den tidigare forskningen rörande PDT:s bidrar vi till forskningen och ledarskapspraktiken genom att ha identifierat fler paradoxer och avstånd som ledare för PDT:s måste förhålla sig till: placeringsbehovsparadoxen,gruppidentitetsparadoxen, den självgående subgruppens paradox, utanförskapets paradoxoch emotionellt avstånd. Vi bidrar också genom att tematiskt identifiera fyra nya övergripande utmaningar som ledare i PDT:s möter: strukturella utmaningar, relationella utmaningar, utmaningar som rör brist på jämlikhet och utmaningar som rör de ovan nämnda paradoxerna. Vi beskriver även strategier som ledare för PDT:s som vi intervjuat använder för att hantera dessa utmaningar. / Partially distributed teams (PDTs) can be described as a hybrid of traditionally collocated and fully distributed virtual teams. PDTs are teams that have at least one collocated subgroup and at least two subgroups that are geographically distributed and communicate with each other primarily through electronic media. While sharing many characteristics with both traditionally collocated and fully distributed virtual teams, PDTs also have their unique characteristics and challenges that PDT-leaders have to handle. For this qualitative study, we interviewed nine formal leaders (managers) for PDTs. Our aim has been to contribute with knowledge about and provide a deeper understanding of formal leaders’ experiences of leading PDTs, with the focus on challenges that PDT-leadership entails and leaders’ strategies to deal with these challenges. We have chosen to interview formal leaders because they are the ones who are responsible for the organisational activities to be conducted in accordance with the goals set up by the organisation. The leadership-in-PDTs-model we have developed is based on a metaphor representingl eadership in PDTs as a sea which leaders need to navigate. This metaphoric sea consists of three layers. The deepest layer represents the substance of leadership. The middle layer consists of virtual leadership theories, among which the theory of paradoxical virtual leadership is central. The upper sea layer consists of theories about PDTs’ unique characteristics and leadership in PDTs. These theories concern structural aspects of PDTs,emergent leaders, virtual distance, ingroup dynamics and different electronic communication norms. We have studied our empirical material based on thel eadership-in-PDTs sea model and conducted thematic analysis. The conclusion is that work in PDTs places new demands on leaders. In addition to confirming parts of the previous research on PDTs, we contribute to the research and to leadership practice by identifying other paradoxes and one more aspect of virtual distance in PDTs: location needs-paradox, the group identity paradox, the self-governing group paradox, the exclusion paradox and emotional distance. We also contribute by thematically identifying four new overall challenges met by leaders in PDTs: structural challenges, relational challenges, challenges related to lack of equality and challenges related to the above mentioned paradoxes. We also describe strategies the leaders we interviewed use to meet these challenges.

Social loafing is a growing concern for modern organizations. With advancement in computer technology, virtual tools are used more frequently to communicate, which may allow social loafing to occur in new and unfamiliar forms. The intent of this thesis is to examine social loafing through the use of virtual tools, and to analyze whether collective orientation has a moderating influence on the relationship between social loafing and virtuality. 30 teams, each containing four participants, were randomly assigned to a condition of virtuality (i.e., instant messaging or videoconferencing). Participants then completed a computer simulation task in which social loafing, collective orientation of the team, and team performance were measured.

The traditional view of project management is beingchallenged by the globalization of markets, mergers ofinternational companies, and the integration of managerial andbusi-ness processes in global corporations. The development ofInformation Technology and the rapid growth of the Internet hascreated an opportunity to utilize global resources, resultingin new and unique problems within project management researchthat need to be addressed. This thesis focuses on problems in project managementexperienced by global system suppliers trying to adapt theirbusinesses to the rapid changes of customers needs. Itespe-cially focuses on geographically dispersed organizationsconsisting of several organizations in different countries,with disparate history and corporate culture, developing anddeliver-ing complex systems under the company's name. In order to identify potential problems faced by globalmulti-organizational companies, especially system supplierswith large research and development (R&D) budgets, aframe-work is suggested. This framework divides the problemsinto three categories: geographi-cal, organizational andcultural. The problems identified in the case studies are thenclassi-fied to these categories. Finally, a description of howthe identified problems can be man-aged is provided when themost important success factors identified in the studies arepresented. / QC 20100512

Distributed teams continue to emerge in response to the complex organizational environments brought about by globalization, technological advancements, and the shift toward a knowledge-based economy. These teams are comprised of members who hold the disparate knowledge necessary to take on cognitively demanding tasks. However, knowledge coordination between team members who are not co-located is a significant challenge, often resulting in process loss and decrements to the effectiveness of team level knowledge structures. The current effort explores the configuration dimension of distributed teams, and specifically how subgroup formation based on geographic location, may impact the effectiveness of a team's transactive memory system and subsequent team process. In addition, the role of task cohesion as a buffer to negative intergroup interaction is explored.

This diploma thesis is outlining the topic of virtual teams in the work context dealing with cooperation in virtual teams. In this frame it focuses mainly on communication, trust, motivation and performance. The theoretical part is devoted to the differences between the working group and a team, group cooperation in the work environment and multicultural cooperation specifics. It defines the social psychological work aspects in the context of virtuality and draws nearer up-to date findings of the vitual teamwork area. The leadership and coordination of virtual teams and the role of a leader are also touched. The empirical part of the thesis introduces a research of mapping the topic of cooperation within virtual teams using the methodological triangulation. The issue of virtual teams is seen in the organizational context from virtual team leaders' point of view. A point of view of other team members is also noticed. In the mapping study are investigated the most frequently occuring themes of communication, trust, motivation and performance or virtual teams leadership, respectively. This study also indicates the possible advantages offered by this way of work organization and similarly, it presents possible risks, which may be encountered when working with geographically distributed teams. Keywords...

This study is about IT-tools and communication in distributed system development teams. The purpose of this study is to identify how the members of distributed teams perceive their own communication, and to identify the characteristics that are considered important in the IT-tools to be able to maintain a good communication. To carry out this work, we did a case study where we sent out survey to a company that works distributed and that has team members both in Spain and in Sweden. We also conducted an interview with one of the respondents to be able to get deeper answers to our survey questions. The study showed that most were satisfied with the communication, but they still felt that communication could be improved. The study also showed that most respondents lacked certain qualities in their current IT-tools. The result of this study should be of interest to companies with similar conditions. / Denna studie handlar om IT-verktyg och kommunikation inom distribuerade systemutvecklingsteam. Syftet med denna undersökning är att identifiera hur medlemmarna i distribuerade team uppfattar hur deras kommunikation fungerar, samt att identifiera vilka egenskaper som anses vara viktiga i IT-verktyg för att kunna upprätthålla en bra kommunikation. För att genomföra detta arbete gjorde vi en fallstudie där vi skickade ut enkäter till ett företag som arbetar distribuerat och som har teammedlemmar både i Spanien och i Sverige. Vi genomförde också en intervju med en av respondenterna för att kunna få djupare svar på våra enkätfrågor. Studien visade att de flesta var nöjda med kommunikationen men att de ändå tyckte att kommunikationen kunde förbättras. Studien visade även att de flesta saknade vissa egenskaper i sina nuvarande IT-verktyg. Resultatet av studien torde vara intressant för företag med liknade förutsättningar.

abstract: As technology enhances our communication capabilities, the number of distributed teams has risen in both public and private sectors. There is no doubt that these technological advancements have addressed a need for communication and collaboration of distributed teams. However, is all technology useful for effective collaboration? Are some methods (modalities) of communication more conducive than others to effective performance and collaboration of distributed teams? Although previous literature identifies some differences in modalities, there is little research on geographically distributed mobile teams (DMTs) performing a collaborative task. To investigate communication and performance in this context, I developed the GeoCog system. This system is a mobile communications and collaboration platform enabling small, distributed teams of three to participate in a variant of the military-inspired game, "Capture the Flag". Within the task, teams were given one hour to complete as many "captures" as possible while utilizing resources to the advantage of the team. In this experiment, I manipulated the modality of communication across three conditions with text-based messaging only, vocal communication only, and a combination of the two conditions. It was hypothesized that bi-modal communication would yield superior performance compared to either single modality conditions. Results indicated that performance was not affected by modality. Further results, including communication analysis, are discussed within this paper. / Dissertation/Thesis / M.S. Applied Psychology 2012

The influence of leadership on team success has been noted extensively in research and practice. However, as organizations move to flatter team based structures with workers communicating virtually across space and time, our conceptualization of team leadership must change to meet these new workplace demands. Given this need, the current study aims to begin untangling the effects of distribution and virtuality on team leadership structure and subsequent team outcomes that may be affected by differences in conceptualizing such structures. Specifically, the goals of this study were threefold. First, this study investigated how the physical distribution of members may impact perceptions of team leadership structure, depending on virtual tool type utilized for communicating. Second, this study explored how different indices of team leadership structure may have different influences on team outcomes, specifically in terms of conceptualizing the degree to which multiple members are perceived as collectively enacting particular leadership behaviors via a network density metric, and conceptualizing team leadership in regards to the specialization of members into particular behavioral roles, as captured via role distance and role variety indices. Finally, this study expanded on current research regarding team leadership structure by examining how the collective enactment of particular leadership (i.e., structuring/planning, problem solving, supporting social climate) behaviors may facilitate specific teamwork processes (i.e., transition, action, interpersonal), leading to enhanced team performance, as well as how leadership role specialization may impact overall teamwork and team performance. Findings from a laboratory study of 188 teams participating in a simulated decision making task reveal a significant interaction for the influences of physical distribution and iv virtuality on perceptions of leadership structure, such that less distributed teams (i.e., those with fewer isolated members) were more likely to perceive their distributed members as participating in the collective enactment of necessary leadership responsibilities when communicating via richer media (i.e., videoconferencing, teleconferencing) than less rich media (i.e., instant messaging). However, virtuality and distribution did not impact the degree to which members were perceived as specializing in a particular leadership role, or the overall variety of leadership roles being performed. In terms of team outcomes, the perceived collective enactment of leadership emanating from distributed team members significantly predicted teamwork, while the perceived collective leadership of collocated members did not have a significant impact. Specifically, greater distributed team member involvement in the collective enactment of structuring/planning leadership positively impacted team transition processes, while the collective enactment of supporting the social climate positively predicted team interpersonal processes. Although the relationship between perceived leadership role specialization, in terms of role distance and role variety, and team performance was mediated by overall teamwork processes as expected, leadership role specialization had a negative impact on overall teamwork. Finally, while team action processes did not serve to mediate the relationship between perceived problem solving network density and team performance, team transition processes mediated the relationships between the collective enactment of structuring/planning for distributed members and team performance. The collective enactment of supporting the social climate by distributed team members and its relationship to team performance was also mediated by interpersonal teamwork processes. Together, these results reveal the importance in considering context, specifically virtuality and physical distribution, when designing, developing v and maintaining effective team leadership, teamwork, and team performance. Furthermore, they provide unique insight regarding how different configurations of leadership may be possible in teams. Study limitations, practical implications, and recommendations for future research and practice are further discussed.

Problem statement: Virtual and distributed projects are now fast replacing collocated projects as they bring up more skills needed for projects. There are various problems that have been encountered while working on virtual and distributed projects which include lack of face-to-face communication, different geographical locations and culture. Project management, through the use of project management methodologies, is becoming more crucial to ensure the problems are removed or minimized. The aim of this study is to look at the use and effectiveness of project management methodologies in virtual and distributed projects. Research method: The positivistic research paradigm was used in this study since it allowed the researcher to quantify and analyse the data received from the survey. As part of the positivistic research a survey was conducted for the research method while a questionnaire was used for data collection purposes. The collected data was then tested and analysed using the quantitative data analysis which included descriptive statistics, t-tests, factor analysis, KMO and Bartlett’s test, Cronbach’s alpha test, spearman’s rho, Levene’s test for equality of variance and non-parametric correlations. Main findings: While companies apply different project management methodologies to virtual and distributed projects, it is other factors (which include lack of face-to-face communication, different geographical locations and different cultures) which influence the use and effectiveness of the project management methodologies as well as the success of the virtual and distributed projects. In some cases it is how the project management methodology is used as some only apply certain parts of it while others report not having enough time to apply the project management methodology. Principal conclusion: Project management methodologies are useful and effective in virtual and distributed projects when they are effectively applied and followed. Issues caused by lack of face to face communication, different geographical areas and different cultures also have to be addressed as they influence the results on the virtual and distributed projects’ success. This is further discussed in this study and proposed solutions are given to the issues caused when using project management methodologies in virtual and distributed projects. / MSc (Computer Science), North-West University, Potchefstroom Campus, 2014

Problem statement: Virtual and distributed projects are now fast replacing collocated projects as they bring up more skills needed for projects. There are various problems that have been encountered while working on virtual and distributed projects which include lack of face-to-face communication, different geographical locations and culture. Project management, through the use of project management methodologies, is becoming more crucial to ensure the problems are removed or minimized. The aim of this study is to look at the use and effectiveness of project management methodologies in virtual and distributed projects. Research method: The positivistic research paradigm was used in this study since it allowed the researcher to quantify and analyse the data received from the survey. As part of the positivistic research a survey was conducted for the research method while a questionnaire was used for data collection purposes. The collected data was then tested and analysed using the quantitative data analysis which included descriptive statistics, t-tests, factor analysis, KMO and Bartlett’s test, Cronbach’s alpha test, spearman’s rho, Levene’s test for equality of variance and non-parametric correlations. Main findings: While companies apply different project management methodologies to virtual and distributed projects, it is other factors (which include lack of face-to-face communication, different geographical locations and different cultures) which influence the use and effectiveness of the project management methodologies as well as the success of the virtual and distributed projects. In some cases it is how the project management methodology is used as some only apply certain parts of it while others report not having enough time to apply the project management methodology. Principal conclusion: Project management methodologies are useful and effective in virtual and distributed projects when they are effectively applied and followed. Issues caused by lack of face to face communication, different geographical areas and different cultures also have to be addressed as they influence the results on the virtual and distributed projects’ success. This is further discussed in this study and proposed solutions are given to the issues caused when using project management methodologies in virtual and distributed projects. / MSc (Computer Science), North-West University, Potchefstroom Campus, 2014