Improving virtual teams through
knowledge management: A case study
by Laughridge, James F.,
D.M., UNIVERSITY OF PHOENIX, 2012, 153 pages; 3535530
Abstract: Within the dynamic globalized
operating environment, organizations are increasingly relying on virtual
teams to solve their most difficult problems, leverage their expertise and
expand their presence. The use of virtual teams by organizations continues
to increase greatly as the technologies supporting them evolve. Despite
improvements in technology, the problem remains that virtual team
performance is continually challenged by loss of knowledge resulting from
ineffective coordination and communication, and lack of timely information
sharing. The purpose of this qualitative collective case study was to
explore the perceptions and experiences of globally-distributed,
cross-organizational, virtual team members. Mitigating virtual team
challenges and improving performance, with the use of knowledge management,
was explored. Interviews were conducted with 21 members from three virtual
teams, comprising seven persons per team. Teams were globally-distributed,
cross-organizational, and constituted a broad range of expertise and
organizations, both public and private. Each team represented a case or
unit of analysis. Cross-case analysis revealed that, to operate
efficiently, virtual teams require a deliberate knowledge management
program in concert with technology, face-to-face meetings, and informal
networking. Tacit knowledge can be captured, retained, and exploited
through knowledge transfer and conversion, enabled by an established
knowledge management program. Knowledge management can improve team
performance by improving context and meaning, training, continuity, and
organizational responsiveness. Recommendations are provided for senior
managers and virtual team leaders to mitigate virtual team challenges.
Adviser |
Ralph J. Melaragno |
School |
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Source |
DAI/A 74-05(E), p. , Feb 2013 |
Source Type |
Dissertation |
Subjects |
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Publication Number |
3535530 |
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