Rethinking Virtuality and Its Impact on Teams

Abstract

We propose an extension of the Hollenbeck, Beersma, and Schouten team context model to include a fourth dimension: virtuality—the distance between team members. Based on an analysis of 29 unique approaches to conceptualizing virtuality and a critical comparison of these approaches with the Hollenbeck et al. framework, we recommend that virtuality be measured, along with skill differentiation, authority differentiation, and temporal stability when conducting team research. We conclude that the addition of this redefined construct, virtuality, is warranted based on the following: (a) its uniqueness versus the other dimensions, (b) its impact on team outcomes, and (c) the moderating or interaction effects between virtuality and the other contextual dimensions.