Member satisfaction,communication and role of leader in virtual self-managed teamwork: case studies in Asia-Pacific region

Abstract

Numerous researchers have focused on discussion of the relationship between information technology and virtual team performance. However, the relationship between the role of leader and member satisfaction at the individual level, such as individual attitudes and feelings on cross-national collaboration, has been rarely discussed. Our research addresses this gap by investigating how a virtual working environment influences team member's satisfaction for the interaction. Using a literature review, the influence of telecommunication and the lack of leader's role in self-managed virtual teamwork is discussed in order to develop research propositions. This research combines a case-study approach with a quasi-experimental design and collects different sources of evidence, such as observation, face-to-face interviews and surveys, in order to obtain a better understanding of such virtual team phenomena in the Asia-Pacific region. Our research results show that team members may not be willing to collaborate actively in teamwork if there is a lack of guidance from a leader and supportive technology. Based on these findings, recommendations are provided for helping organizations to manage virtual teams more effectively.