Fostering work engagement in geographically-dispersed and asynchronous virtual teams. / Panteli, Androniki; Yalabik, Zeynep; Rapti, Andriana.

In: Information Technology and People, Vol. 32, No. 1, 17.12.2018, p. 2-17.

Research output: Contribution to journalArticlepeer-review

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Fostering work engagement in geographically-dispersed and asynchronous virtual teams. / Panteli, Androniki; Yalabik, Zeynep; Rapti, Andriana.

In: Information Technology and People, Vol. 32, No. 1, 17.12.2018, p. 2-17.

Research output: Contribution to journalArticlepeer-review

Harvard

Panteli, A, Yalabik, Z & Rapti, A 2018, 'Fostering work engagement in geographically-dispersed and asynchronous virtual teams', Information Technology and People, vol. 32, no. 1, pp. 2-17. https://doi.org/10.1108/ITP-04-2017-0133

APA

Vancouver

Author

Panteli, Androniki ; Yalabik, Zeynep ; Rapti, Andriana. / Fostering work engagement in geographically-dispersed and asynchronous virtual teams. In: Information Technology and People. 2018 ; Vol. 32, No. 1. pp. 2-17.

BibTeX

@article{eed0da7dead44f9dacaea2ad60c53218,
title = "Fostering work engagement in geographically-dispersed and asynchronous virtual teams",
abstract = "PurposeThe 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/approachUsing 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.FindingsThe 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/implicationsThe 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 implicationsOrganizations 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 implicationsIt 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/valueThis paper forwards an important debate on work engagement in alternative, non-permanent, work settings.",
author = "Androniki Panteli and Zeynep Yalabik and Andriana Rapti",
year = "2018",
month = dec,
day = "17",
doi = "10.1108/ITP-04-2017-0133",
language = "English",
volume = "32",
pages = "2--17",
journal = "Information Technology and People",
issn = "0959-3845",
publisher = "Emerald Group Publishing Ltd.",
number = "1",

}

RIS

TY - JOUR

T1 - Fostering work engagement in geographically-dispersed and asynchronous virtual teams

AU - Panteli, Androniki

AU - Yalabik, Zeynep

AU - Rapti, Andriana

PY - 2018/12/17

Y1 - 2018/12/17

N2 - PurposeThe 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/approachUsing 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.FindingsThe 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/implicationsThe 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 implicationsOrganizations 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 implicationsIt 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/valueThis paper forwards an important debate on work engagement in alternative, non-permanent, work settings.

AB - PurposeThe 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/approachUsing 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.FindingsThe 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/implicationsThe 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 implicationsOrganizations 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 implicationsIt 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/valueThis paper forwards an important debate on work engagement in alternative, non-permanent, work settings.

U2 - 10.1108/ITP-04-2017-0133

DO - 10.1108/ITP-04-2017-0133

M3 - Article

VL - 32

SP - 2

EP - 17

JO - Information Technology and People

JF - Information Technology and People

SN - 0959-3845

IS - 1

ER -