Creating Virtual Team Contexts for Knowledge Sharing

The knowledge creating potential of virtual teams (VTs) continues to drive their implementation across organizations. Studies, however, suggest VTs may not sustain the sharing of tacit knowledge so fundamental to innovation. Through review of a wealth of trans-disciplinary research, this publication uniquely demonstrates how VT effectiveness can be supported through leveraging critical socialization processes. Intentionally accessing socialization supports knowledge creation by addressing a primary challenge: how to shape and support team contexts characterized by member trust, collegiality and shared values. Promising results are reviewed from an exploratory study of 51 VTs. Findings overall show a pattern of significant, positive relationships between specific socialization tactics, context variables, and team learning. Notably, evidence indicates a strong positive relationship between context variables and team innovation. Essential reading for VT leaders and researchers alike, reviewed studies reveal key strategies for shaping effective team contexts capable of supporting and sustaining knowledge creation.

Senior research psychologist Kim Wells, Ph.D. in Organizational Behavior, directs evaluation of more than 100 U.S. Federal government telework programs. Dr. Wells' professional work parallels her long-standing scholarly interest in the relationship between organizational effectiveness and change initiatives, especially telework and virtual teams.