Virtual team effectiveness: a proposed research agenda

Abstract. Contemporary competitive demands have forced many organizations to increase levels of flexibility and adaptability in their operations. A growing number of such organizations have explored the virtual environment as one means of achieving increased responsiveness. In particular, the use of virtual teams appears to be on the increase. However, the increased use of virtual teams has not been accompanied by concomitant research efforts to understand better the social‐psychological contributors to effective virtual teams. In this paper, we use a model of group effectiveness to propose a possible research agenda examining sources of virtual team effectiveness. Although much of this model offers insights relevant to the virtual environment, differences between groups and teams and between co‐located and virtual environments suggest that modifications and additions to this model may be necessary. We offer a set of research propositions to advance future research on effective virtual teams beyond anecdote and description. Implications of this research agenda for managers of virtual teams and human resource professionals are also discussed.