Abstract
Purpose
The purpose of this paper is to explore the factors that enable work engagement to develop when asynchronous communication is used in virtual team (VT) projects.
Design/methodology/approach
Using a qualitative approach, a longitudinal study of an eight-month long VT project was carried out. Data collected included an extensive e-mail archive, project documentation, observation of team meetings and interviews with project members and leaders.
Findings
The findings show that VT leaders can actively promote work engagement through the effective use of resources along with appropriate practices that foster its development. They can also sustain and nourish work engagement throughout the different phases of the VT lifecycle project.
Research limitations/implications
The study has examined work engagement in asynchronous mediated settings. Future work should involve studying the effect of synchronous communications on work engagement within VTs.
Practical implications
Organizations that are interested in promoting effective virtual work practices need to train VT managers on how to keep VT members engaged throughout the various phases of the VT project.
Social implications
It is posited that developing work engagement is not a one-off practice, but instead, requires ongoing effort that should be evident and supported across the different phases of the VT lifecycle.
Originality/value
This paper forwards an important debate on work engagement in alternative, non-permanent, work settings.
The purpose of this paper is to explore the factors that enable work engagement to develop when asynchronous communication is used in virtual team (VT) projects.
Design/methodology/approach
Using a qualitative approach, a longitudinal study of an eight-month long VT project was carried out. Data collected included an extensive e-mail archive, project documentation, observation of team meetings and interviews with project members and leaders.
Findings
The findings show that VT leaders can actively promote work engagement through the effective use of resources along with appropriate practices that foster its development. They can also sustain and nourish work engagement throughout the different phases of the VT lifecycle project.
Research limitations/implications
The study has examined work engagement in asynchronous mediated settings. Future work should involve studying the effect of synchronous communications on work engagement within VTs.
Practical implications
Organizations that are interested in promoting effective virtual work practices need to train VT managers on how to keep VT members engaged throughout the various phases of the VT project.
Social implications
It is posited that developing work engagement is not a one-off practice, but instead, requires ongoing effort that should be evident and supported across the different phases of the VT lifecycle.
Originality/value
This paper forwards an important debate on work engagement in alternative, non-permanent, work settings.
| Original language | English |
|---|---|
| Pages (from-to) | 2-17 |
| Number of pages | 16 |
| Journal | Information Technology and People |
| Volume | 32 |
| Issue number | 1 |
| Early online date | 17 Dec 2018 |
| DOIs | |
| Publication status | E-pub ahead of print - 17 Dec 2018 |