Managing Virtual Teams:

Effective Practices and

Technology Resources
Gary Woodill Ed.D | Director, Research and Analysis | Brandon Hall Research
Chris Downs, MAPW | Researcher and Writer | Brandon Hall Research
Table of Contents

Brandon Hall Research is Independent, unbiased, and objective............................ 4

Introduction.............................................................................................................................................. 7
Part 1 – Pros and Cons of Virtual Teams............................................................................................ 9
Benefits of Virtual Teams..............................................................................................13
Issues in Managing Virtual Teams...............................................................................14
Part 2 – Effectively Managing Virtual Teams ...................................................................................20
Leading Virtual Teams...................................................................................................21
Creating Virtual Teams ..................................................................................................25
Facilitating Trust in Virtual Teams ...............................................................................27
Managing Virtual Teams ...............................................................................................29
Part 3 – Research on the Effectiveness of Virtual Teams..............................................................33
Summary: Success Factors for Managing Virtual Teams ........................................36
Part 4 - Technology for Supporting Virtual Teams...........................................................................39
Web Collaborative Software .........................................................................................40
Project and Team Management Software .................................................................48
Conferencing and Meeting Software...........................................................................51
References.............................................................................................................................................57

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Our Statement of Independence

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unbiased, and objective
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About the Authors

Gary Woodill began as a classroom teacher in 1971, and has been involved with the
use of computers in education since 1974, when he was introduced to the PLATO
system for computer-assisted instruction. In 1984, Gary received a doctorate in
applied psychology from the Ontario Institute for Studies in Education (OISE) at the
University of Toronto, and in 1985, he started the first course for teachers on
computers in education at Ryerson University in Toronto. In 1993, he co-founded an
educational multimedia company that developed educational CD-ROMs for children.
In 1998, he designed an adaptable learning management system and has
developed more than 60 online courses for various corporate clients. Gary is
director of Research and Analysis at Brandon Hall Research where he writes reports
on emerging learning technologies. In addition, Gary presents workshops and
Webinars on the topics he is researching. He can be reached at gary@brandon-
hall.com.

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 Christina Downs is an editor for Brandon Hall Research, where she has worked on e-
learning reports, knowledgebases, newsletters, and Web copy. Christina’s education
includes an M.A. in professional writing from Carnegie Mellon University, a B.A. in
English writing from the University of Pittsburgh, and a B.S in electrical engineering
from the University of Pittsburgh. Her career has included editing, proofreading,
technical writing, and publishing. Christina is also author of the book Simply
Balanced: Bible “Contradictions” Teach Balanced Living. Christina lives in Western
Pennsylvania with her husband and two children. She can be reached at
chris@brandon-hall.com .

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 Introduction
Brandon Hall Research understands first-hand the benefits and difficulties of
managing virtual teams. At Brandon Hall Research, we have been working as a
virtual team for a number of years. Although we are headquartered in California,
many of our staff members are located across the United States and Canada, and,
for about a year, one researcher even worked from New Zealand. Using a virtual
team approach has worked well for us, but it is not without its difficulties. This
research report looks at the advantages and disadvantages a company faces in
using virtual teams, the process of setting up and managing a virtual team, the
research on the effectiveness of virtual teams, and the technological resources that
are needed to support this type of organization.

In our organization, we have experimented with various ways of connecting the

members of our virtual team. A few years ago, team members primarily
communicated through telephone conferencing and e-mail, supplemented by face-to-
face meetings at conferences or other events throughout the year. In the past two
years, we have moved to Web 2.0 technologies, such as voice over IP (VoIP)
conferencing using Skype and Saba’s Centra platform, instant messaging (chat),
video conferencing (between two members at a time only), virtual world
environments like Second Life, blogging (using WordPress), micro-blogging (Twitter
and Facebook), social networking software (Ning), and wikis. Most recently, we have
embraced “cloud computing” by using a number of collaborative programs — such as
Google Docs — and by realizing the importance of maintaining a common calendar
that is accessible to all. Along the way, we have experimented with many other
information and communication technologies.

In using these tools, we have learned that merely accessing a variety of technologies
is not enough for a virtual team to operate smoothly. Every team member needs to
be committed to making the company and the professional relationships succeed,
and many issues enter into this success. In particular, we have seen that it’s
important to allow social time with each other before working online, to follow an
agenda, to appoint someone to chair each meeting, and to follow up each team
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 meeting with proper documentation and action items. These actions help ensure
camaraderie and accountability. We are not perfect at these duties and are still
learning as we go, but, as a virtual team, we function very well.

It helps that the members of our virtual team are open to change, particularly
experimenting with new approaches and technologies. The senior analysts are
always on the lookout for new tools that could help our virtual team function better
and that also would lead to lower costs and higher efficiencies. While we also
research and write about these technologies, we don’t adopt them for their own
sakes; rather, we examine them in terms of their impact on the company’s business.

This report is designed to accomplish the following: to pass on the insights of our
experience operating as a virtual team, to review the research on the effectiveness of
virtual teams, and to suggest the best practices and processes if you are considering
setting up a virtual team within your organization. Understanding more about how
successful virtual teams work, including their rewards and pitfalls, will improve your
confidence as you begin.

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 Part 1 – Pros and Cons of Virtual Teams
Although they may not use the actual term, groups of employees who work together
on a shared project, from a distance using information and communications
technologies (ICT), are known as “virtual teams.” Sometimes they are also called
“offsite teams,” “offsite employees,” “remote teams,” “distance workers,”
“teleworkers,” “telecommuters,” “computer-supported cooperative workgroups,” and
other terms. In this research report, we consistently use the term “virtual teams” to
describe these groups of employees.

Kirkman and Mathieu (2004) define virtual teams as “… groups of workers with
unique skills, who often reside in different geographical places and have to use for
co-operation means of ICT [information and communications technologies] in order
to span the boundaries of time and space.” While using electronic tools is a
necessary part of the definition of virtual teams, most virtual team members do
occasionally meet face-to-face.

Michael Schrage (1995) suggests that the concept of a team as an organizational

structure with set roles may be outdated. He says “the real basic structure of the
workplace is the relationship. Each relationship is itself part of a larger network of
relationships. These relationships can be measured along all kinds of dimensions –
from political to professional expertise. The fact is that work gets done through these
relationships.”

In 2005, the same authors defined “team virtuality” as “the extent to which team
members use virtual tools to coordinate and execute team processes, the amount of
informational value provided by such tools, and the synchronicity of team member
virtual interaction” (Kirkman and Mathieu, 2005).

The degree of virtuality – or “virtualness” – is the basis of Helms and Raiszadeh’s

(2002) classification of virtual firms. For them, some companies are 100 percent
virtual, existing simply as a set of Web pages and outsourced services. Next in the
continuum, “hollow firms” maintain a small staff in a central office, but outsource all
non-core functions to achieve a competitive advantage “by seeking economies within

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 the basic, current structures.” Finally, at the far end of the scale, “virtual
offices/teams” are those without a central physical location for each employee,
where workers use telecommuting to complete part-time virtual work. This is also
known as “hoteling” because space at the central office is temporary and
interchangeable, while the firm’s employees either entirely work at home or are fully
mobile (working from hotels or vehicles and visiting the central office “hotel” on
occasion).

At Brandon Hall Research, most staff members work from home most of the time,
but we also connect at other locations, such as conferences, universities, libraries,
and coffee shops. The world of work has truly become portable, so an employee’s
location is not a critical factor in whether a person can work or not. This is the goal of
cloud computing: that you can work from any location, and still access all the
information you need to carry out your tasks. One reason we consider ourselves a
virtual team is because we share all the characteristics of a virtual team, as
enumerated by Lipnack and Stamps (1997) in their publication of the principles of
virtual teams (Figure 1).

Inputs Processes Produced

Outputs

People Independent Shared Integrated

Members Leadership Levels

Purpose Cooperative Interdependent Concrete

Goals Tasks Results

Links Multiple Boundary- Trusting

Media crossing Relationships
Interactions

 
Figure 1: Virtual Team System of Principles
(From Virtual Teams, Lipnack and Stamps, 1997)

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 Brandon Hall Research employs independent team members who share
accountability at integrated levels of production. We cooperate on shared goals, we
depend on each other to complete tasks, and we deliver concrete results (such as
this report, our learning tool knowledgebases, or the Brandon Hall Webinar series).
We are connected to one another through various media (Internet, cell phone, etc.),
our personal interactions cross state and time-zone boundaries every day to
accomplish our work, and we trust each other to produce agreed-upon deliverables.
Lipnack and Stamps (1997) would certainly consider our organization a virtual team.

Even while individuals work together and separately on shared tasks, within our
organization, we do hold different kinds of virtual team meetings, similar to those
identified by Kimball (1997):

• Executive teams - Usually made up of managers or senior analysts with

responsibilities for specific functions in the organization.

• Project teams - Groups created around a specific task where members are
selected for their expertise and that function for the life of the project.

• Community of practice teams - People working on common tasks or in the

same professional field who voluntarily get together to share experiences and
knowledge. At Brandon Hall Research, we attend a monthly company
meeting to socialize and exchange relevant information among those who
work for the company. Many of us are also involved in communities outside
the company, many of which can be seen as communities of practice.

In these ways and others, virtual teams can connect “islands of knowledge” into “self
organizing, knowledge sharing networked professional communities” that foster
collaboration and spread best practices. At the same time, this requires a new
management mindset that breaks away from the traditional command-and-control
management of teams to a much looser management style that encourages
cooperation and sharing responsibilities among all members of the team. To quote
Geisler (2002):

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 “The Industrial Age was characterized by hierarchical organizations that
relied on management direction and organizational departmentalization to
provide order and consistency. Rules and auditing processes were important
means of control. Employees’ roles and responsibilities tended to be
specialized and information typically went to management rather than to
employees. Hard work was encouraged more than a balance between work
and home life. Conservative improvements tended to be the norm because
organizational controls typically inhibited risk taking … Unlike rational
organizational structures of the past, teams rely on employee empowerment
rather than management control and direction. Team organizations have
created work structures that are more democratic and flexible with a
common mission of sharing responsibility for results and decisions between
management and workers … Self-managing teams are said to be the key to
leaner and more flexible organizations capable of adjusting rapidly to
changes in the environment and technology.” 

Other views suggest different ways to categorize virtual teams. For example, Duarte
and Snyder (2007) list the types of virtual teams by the kind of work they do:

• Networked teams

• Parallel teams

• Project or product development teams

• Work, functional, or production teams

• Service teams

• Management teams

• Action teams

Alternately, virtual teams can be viewed as building blocks for organizational

learning. Because virtual teams work at a distance, the work of a team is usually
recorded; this can be added to the repository of an organization’s knowledge base.

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 Benefits of Virtual Teams
As companies become more global and operate in dispersed geographic areas,
virtual teams have become almost indispensable for businesses. The expertise
needed to fulfill a company’s mission can now be drawn from almost anywhere in
the world. Virtual teams generated new modes of communication that have, in turn,
influenced the way people work. For example, reliable asynchronous
communications allow team members to work different shifts in a continuous
workflow.

Economic benefits of virtual teams include reducing the amount of time needed to
complete a job, reducing workspace costs, developing products more efficiently,
increasing productivity, providing better customer service, improving access to global
markets, and benefiting the environment due to reduced travel (Horwitz, et al.,
2006). “People can be recruited for their competencies, not just physical location”
(Gould, 2006). In many cases, physical disabilities also become irrelevant because of
an employee’s ability to work from home in a virtual team.

Virtual teams make businesses more flexible in that virtual teams can adapt rapidly
to changing circumstances. “Gaining competitive advantage in a global environment
means continually reshaping the organization to maximize grants, address threats,
and increase speed. The use of virtual teams has become a common way of doing
this,” contend Duarte and Snyder in their 2007 book, Mastering Virtual Teams. “The
goal is to leverage intellectual capital and apply it as quickly as possible.”

In summary, virtual teams provide the following benefits, among others:

• Expertise (finding the best people without limiting hiring to specific locations)

• Economic (faster/shorter projects, less expensive workspaces, more efficient

work, more productive -- and more satisfied and loyal – employees)

• Flexibility/adaptability (changeable teams in a changing world)

• Environmental (fewer employees driving to and from the office)

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 Issues in Managing Virtual Teams
Despite the many benefits, not all virtual teams perform well, and some fail at their
tasks. Nemiro et al. (2008) identify the six major challenges of virtual teams as
distance, time, technology, culture, trust, and leadership. Beyerlein et al. (2008) say
the following about the failure of virtual teams:

“… individuals who collaborate in teams do not always achieve their goals. In

fact, there are many causes of poor performance. Often mediocrity is taken
for granted, as many teams have little awareness or understanding of what
constitutes optimal performance. Consequently, there is no investment in
improving the effectiveness of the commonly agreed on critical success
factors needed for team success -- elements such as team structure and
process, team skills, shared understanding, and the varied support systems
that provide facilitating organization contexts for team activities.” (p. 32)

Gerda Mihhailova (2007) notes that “turning ordinary teamwork fully (or at least
partially) into virtual teamwork introduces a whole new range of problems for
managers.” Virtual teams can be “communication challenged, culturally challenged,
and task challenged” (Malhotra, 2003). Most problems don’t stem from the fact that
virtual teams use technologies for maintaining contact but, rather, from the changing
nature of how the teams function in the workplace. Teams are no longer fixed
entities, drawn entirely from within an organization. Instead, employees may be part
of several different teams, with members distributed throughout the organization
and beyond, in varying geographical locations. Such teams may form and reform
continuously, resulting in multiple reporting relationships for each team member.

We are just beginning to learn how to manage the complexity of virtual teams, so it
should not surprise us that a number of issues or problems can arise from these new
forms of organizational collaboration. The 2004 review of the literature on virtual
teams by Powell, et al. revealed a number of issues that practitioners should be
aware of in setting up and managing a virtual team. These issues include the
following:

• Initial design and composition of the team

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 • Cultural differences among team members

• Technical expertise and its effect on team performance

• Training

• Relationship building

• Team cohesion

• Trust among team members

• Communications

• Coordination

• Task-Technology-Structure Fit

• Team performance

• Satisfaction of team members

Let’s briefly look at each of these factors.

Initial design and composition of the team - Teams need to develop a shared
language and a shared understanding of the team tasks. Teambuilding exercises,
shared norms, and a clear team structure all contribute to the success of a virtual
team.

Cultural differences among team members - Cultural differences among team

members can lead to coordination difficulties, and can create obstacles to effective
communication.

Technical expertise and its effect on team performance - Lack of technical expertise
and the inability to overcome technical problems negatively impact an individual’s
satisfaction with the team experience and negatively impacts performance.

Training - Consistent training among all team members improves the team’s
performance. Early training also can foster cohesiveness, trust, teamwork,
commitment, and satisfaction, and can improve the quality of decisions.

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 Relationship building - Compared to traditional teams, members of virtual teams
generally report weaker relational links to other members of the team. Over time,
however, this can change, especially if face-to-face meetings also occur among team
members early in a project. It also helps if team members send social
communications among themselves in addition to task-oriented messages.

Team cohesion - Cohesion among team members has been associated with better
performance and greater satisfaction of team members. At least one study has
shown that women in virtual teams receive greater team cohesiveness compared
with men in virtual teams.

Trust among team members - Developing trust is a big issue in virtual teams, as it is
often hard to assess the trustworthiness of team members if you have never met
them. For many virtual teams, trust needs to develop quickly. Interestingly, in virtual
teams, many members initially assume the others are trustworthy unless indicators
suggest they are not.

Communications - For virtual teams to work well, members need to be excellent

communicators. Communications can be more difficult in virtual teams because of
the challenges of time delays in sending feedback, the lack of a common frame of
reference, differences in interpreting text, and the omission of nonverbal cues.

Coordination - Coordination has been linked to virtual team performance, and the
difficulties that virtual teams face have been studied extensively. Coordination
difficulties have been attributed to working across time zones, mixing different
cultures, and including members with “divergent mental models.”

Task-Technology-Structure Fit – It is important to ensure a good fit between the tasks

assigned to a virtual team and the technologies available to them. It has been found
that electronic communications are best suited for more structured tasks, such as
routine analysis or monitoring the status of a project.

Team performance – Most studies show little significant difference between the
performance of virtual teams and face-to-face teams. However, in one study, virtual

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 teams generated more ideas than traditional teams. On the other hand, virtual
teams often take longer to reach decisions.

Satisfaction of team members – The results on this factor are mixed, with some
studies showing greater satisfaction for each type of team. Satisfied virtual team
members were more likely to have been given training and used more
communications methods than those team members who felt less satisfied.

DeRosa, et al. (2004) say that “… the lack of physical interaction results in reduced
verbal, social, status cues that are typically present in face-to-face (FTF)
communication.” This occurs due to the difficulty in creating a sense of “shared
space” with virtual teams. Leadership issues can arise, as many virtual teams form
for short periods of time and witness many changes in membership. Virtual team
managers need to learn new skills, including new ways to monitor employees,
provide feedback, and resolve conflicts. Team building exercises seem especially
important for managers of virtual teams to master.

Because virtual team members rarely see each other during meetings, members can
often be multitasking. Christina Wasson (2004), an anthropologist who studied
multitasking in virtual groups, contends that both merits and problems arise when
virtual team members multitask during online meetings. She suggests that
multitasking can be used in the following circumstances:

1. Multitasking enhances employee productivity when it uses an employee’s

extra attention, which would otherwise not be used by the meeting, taking
advantage of additional attention resources previously unavailable (in an
onsite meeting or during regular work). Essentially, employees do more work
than would be possible in either situation alone.

2. Multitasking does not diminish the productivity of a meeting as long as

employees make the meeting their first priority and only place excess
attention into other activities.

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 According to Wasson, “under these two conditions, multitasking enhances the
productivity of the organization as a whole.” Additional conditions for multitasking
include the following:

1. When other activities, which are considered barriers between the virtual
meeting and the participant’s local space, are performed appropriately, then
these activities in the local space will not interfere with the meeting.

2. The individual’s personal skill at multitasking needs to be adequate to his or

her tasks.

3. Multitasking only succeeds when the meeting activity does not absorb the full
attention of the participant.

4. The topic of the meeting conversation must be less critical to the hearer
during those times when he or she engages in multitasking.

5. Multitasking is effective when the individual is unexpectedly faced, in his or

her local space, with a high priority claim on his or her attention that he or
she can deal with quickly.

As seen above, the practice of multitasking provides benefits when it is done in a

way that does not interfere with the primary meeting or when it accomplishes other
unexpected high-priority tasks. This leads into the following merits typically observed
from multitasking during virtual team meetings:

1. Employees who are multitasking tend to be more productive.

2. Additional work is accomplished.

3. Team members have no idea other work is being done, so no one feels they
are being ignored, as can happen during onsite meetings when a member’s
attention wavers.

4. Team members tend to feel less bored during meetings, an issue that also
can be addressed by more effectively designing and holding meetings,
whether onsite or online.

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 5. Employees may feel as though they accomplish more, lessening the stress of
a heavy workload – in turn, helping the person work more calmly with less
stress.

Unfortunately, these merits can be nullified by some of the following disadvantages

of multitasking:

1. Meeting participants forget to put their phones on mute.

2. Meeting participants’ attempts at multitasking exceed their personal skills to

distribute their attention, leading them to miss points and slowing down the
meeting.

3. Meeting participants give too much of their attention to local office activities,
with too little attention left to adequately attend to the meeting.

4. Meeting participants fail to notice an important topic, or fail to pay more

attention to meeting topics at which they are the experts.

5. Meeting participants do not properly assess the relative importance of

competing claims on their attention.

Wasson then suggests solutions to each of these five problem areas. One solution to
all of the problems discussed above is to effectively use information technology to
support the way virtual teams function. Malhotra (2004) lists four ways the IT
department can support how virtual teams function:

• Support for task coordination

• Support for external activities

• Support for distributed cognition

• Support for interactivity

In summary, while virtual teams differ from traditional teams in important ways, and,
while problems arise, these differences and problems can usually be overcome with
effective leadership, ongoing management, individual accountability, and
appropriate technology.

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 Part 2 – Effectively Managing Virtual Teams
Effectively managing virtual teams starts with leaders who can confidently lead
without being overly involved in every detail of a project. That is because the
members of virtual teams need to be trusted to do much of the work on their own,
and to be able to manage their time and tasks without extensive supervision. This
combination of flexible leadership, trust, and personal responsibility is critical for a
virtual team to work successfully. Nemiro et al. (2008) comment:

“Virtual team leaders operate in different conditions than leaders of

traditional code located teams. They are often called on to play both a team
member and a leader role simultaneously, and they may be part of more
than one virtual team, with a leadership role in one and a member role in
another … researchers have found that effective virtual team leaders need to
perform multiple leadership roles simultaneously.”

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 Leading Virtual Teams
DeRosa, et al. (2004) say that, for virtual teams, “… the lack of physical interaction
results in reduced verbal, social, status cues that are typically present in face-to-face
(FTF) communication.” This occurs because it is difficult to create a sense of “shared
space” with virtual teams. Leadership issues can arise, as many virtual teams form
for short periods of time and witness many changes in membership. Virtual team
managers need to learn new skills, including new ways to monitor employees,
provide feedback, and resolve conflicts. Compared to face-to-face teams, managing
virtual teams, especially those in virtual worlds, requires a different approach or
touch. For example, part of the shift from Web 1.0 to Web 2.0 technologies has been
the change in emphasis from individual learning to team-based collaborative
learning. This represents a fundamental shift in how learning occurs, as we move
from a model of instructor-led teaching of individuals to one of learner-led finding,
doing, and collaborating in small groups. Virtual team managers need to understand,
and even embrace, these differences. With this shift, all leaders need to continually
evolve, regardless of whether they are virtual or onsite.

Michael Fullan (2001), in his influential book, Leading in a Culture of Change, states,
“The more complex society gets, the more sophisticated leadership must become.”
Leadership in virtual worlds is not about traditional “command and control”
structures, but about providing direction and support to team members when and
where it is needed. Even further, virtual leadership involves fostering the leadership
of others, and individuals are given even more responsibility for managing their own
work. With this increased responsibility comes the need for both managers and
individuals to recognize, from both sides, when manager support or intervention is
necessary.

Because problems in today’s society have become so complex, and are constantly
changing, the old image of a “seasoned warrior” leading the troops into battle simply
no longer works. As Thomas Homer-Dixon (2000) wrote in The Ingenuity Gap, “We
demand that [leaders] solve, or at least manage, a multitude of interconnected
problems that can develop into crises without warning; we require them to navigate

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 an increasingly turbulent reality that is, in key aspects, literally incomprehensible to
the human mind; we buffet them on every side with bolder, more powerful special
interests that challenge every innovative policy idea; we submerge them in often
unhelpful and distracting information; and we force them to decide and act at an
ever faster pace.” (p. 15)

Leading a virtual team takes a special person with multiple skill sets. Nemiro et al.
(2008) suggest that effective leaders of virtual teams must carry out at least six
different roles in doing their jobs:

• Living example: Serve as a rare model of effective virtual teaming

• Coach: Help team members develop their own potential and ensure
accountability in others

• Business analyzer: Translate changes in the business environment and

opportunities for the organization

• Barrier buster: Open doors and run interference for the team

• Facilitator: Bring together necessary tools, information, and resources for the
team to get the job done

• Results catalyst: Help the team improve performance and achieve positive
results

Leadership is “mobilizing people to tackle tough problems” (Heifetz, 1994). It is also

“a process whereby an individual influences a group of individuals to achieve a
common goal …, [a] transactional event that occurs between the leader and his or
her followers” (Northouse, 2007). Both definitions of leadership use active verbs –
“mobilize” and “influence.” Leadership is not a set of traits; it is a way of doing.
Leadership is active and diverse, but also retains common elements across
companies.

According to Michael Fullan, true leadership contains the following five components:

Moral purpose – Doing good is good for business; leaders need to remember that
organizations are communities of humans.
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 Understanding change – Change involves both messiness and creative
breakthroughs. Leaders expect and know how to cope with both.

Relationship building – Leadership happens within a community where individuals

need to understand themselves through self-awareness and self-regulation, and
where they need to learn how to relate to others by understanding, motivation,
empathy, and social skills.

Knowledge creation and sharing – Information becomes knowledge only when it

takes on a “social life.” Creating and sharing knowledge involves storing it,
disseminating it, and infusing the embodiment of knowledge in products, services,
and systems.

Coherence making – In the end, a leader is the person who makes the best sense of
a complex situation, helping a team sort out what is happening, understand the
context of an issue, and move in a specific direction to solve a problem.

Susan E. Kogler Hill (2007), writing on team leadership, identifies three important
decisions that any leader must make:

1. Should I monitor the team or take action?

2. Should I intervene to meet task or relational needs?

3. Should I intervene internally or externally?

She then enumerates the factors that make any team effective:

• A clear, elevating goal

• A results-driven structure

• Competent team members

• Unified commitment

• A collaborative climate

• Standards of excellence

• External support and recognition

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 • Principled leadership

What is meant by “principled leadership”? Peter Northouse, in the same volume,

says ethical leaders “respect others,” “serve others, “are just,” “are honest,” and
“build community.” Of course, these qualities apply to all team leaders – not just
those in virtual teams. But virtual teams, in particular, must be careful to avoid poor
leadership because obvious problems could go unnoticed at a distance, leading to a
negative cycle. What it boils down to is that effective and principled leadership is
critical for all teams.

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 Creating Virtual Teams
So, your company has decided to create a virtual team? Whatever your reasons – be
they to recruit the best talent, increase productivity, or simply test the waters – you
need to know where to begin. Duarte and Snyder (2007) suggest it takes six steps to
start a virtual team:

1. Identify team sponsors, stakeholders, and champions.

2. Develop a team charter that includes the team’s purpose, mission, and goals.

3. Select team members.

4. Contact team members.

5. Conduct a team orientation session that focuses on explaining the task,

discussing team norms, planning the technological aspects, planning how
communication will be achieved, and beginning teambuilding relationships.

6. Develop team processes, such as status mechanisms, review points, and

documentation.

Within those steps, additional actions and goals may pertain specifically to your
organization. In particular, establishing communication channels is important. David
Gould (2006) provides the following tips from his research on forming virtual teams:

• Hold an initial face-to-face start-up meeting.

• Hold periodic face-to-face meetings, especially to resolve conflict and

maintain team cohesiveness.

• Establish a clear code of conduct or set of norms and protocols for behavior.

• Recognize and reward performance.

• Use visuals in communications.

• Recognize that most communications are non-verbal, so team members

should use caution in tone and language.

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 Creating a virtual team is merely the first step in what is generally considered a five-
part process of group development (Lee-Kelley et al., 2004). These distinct stages
include the following:

Forming – The group is initially created, as discussed above.

Storming – As the group starts to jell and work together, a struggle often ensues to
sort out issues of power, influence, and position in the hierarchy.

Norming – The group settles down when a system of mutually acceptable rules is
implemented.

Performing – The team concentrates on the tasks for which it was formed.

Adjourning – This stage happens when the group winds down its work and disbands,
or when the composition of the group significantly changes, as members leave and
are replaced, necessitating a new “re-forming” stage.

Virtual teams may or may not go through all of these stages. The storming stage may
be absent, for example, if roles are already clearly laid out and if members don’t
have the same opportunity to “lock horns” that can occur in a face-to-face group. Yet,
developing trust is a critical issue in virtual teams, specifically due to the lack of cues
commonly used to make judgments about other group members. How are you going
to get along with this person? Will that person turn reports in on time? Does “John”
have my back if I’m called away on an emergency? These questions and others are
difficult to answer when you can’t stand nose-to-nose with another person, working
physically alongside them every day and viewing their facial expressions and work
habits. Trust needs to be earned, on both sides of any relationship. In a professional
setting, particularly a virtual one, how do team members learn to trust one another?

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 Facilitating Trust in Virtual Teams
Developing trust among team members is critical for virtual teams to function at
optimal effectiveness. This trust comes with time, as members learn about each
other. In our virtual teams, conversations, meetings, and e-mails usually contain a lot
of humor, which is one sign of high levels of trust among team members.

Liz Lee-Kelley and her colleagues demonstrated that moving from one stage to the
next might depend on the number and frequency of face-to-face meetings. Such
physical encounters seem critical in developing trust in virtual teams. In a study
based on 12 case studies, Sirkka Jarvenpaa, professor of information systems at the
University of Texas at Austin, and Dorothy Leidner, associate professor of information
systems at INSEAD, a graduate business school in France, identified nine behaviors
that facilitated trust in teams. These trust building behaviors include the following:

Communication Behaviors That Facilitate Trust Early On

1. Communicating Socially

2. Conveying Enthusiasm in Communications

Member Actions That Facilitate Trust Early On

3. Coping with Technical and Task Uncertainty

4. Displaying Individual Initiative

Communication Behaviors That Maintain Trust Later On

5. Communicating Predictably

6. Providing Substantive and Timely Responses

Member Actions That Maintain Trust Later On

7. Displaying Leadership

8. Transitioning from Procedural to Task Focus

9. Reacting Calmly to Crises

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 These behaviors suggest that new virtual teams should provide opportunities to
interact socially right from the start, and should go the extra mile to resolve any early
technical difficulties or task confusion. Doing so will help new team members feel
more comfortable, leading to the other two early trust building attitudes: enthusiasm
and initiative. Over time, as a team progresses, additional trust building behaviors
can be added to expand the initial trust and to transition to a more mature virtual
team.

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 Managing Virtual Teams
Leading and managing a virtual team can be more difficult than contending with a
face-to-face group. Obviously, one big problem with being in charge of a virtual team
is the difficulty understanding and managing what you cannot see. In a recent
Canadian study (Hambley et al., 2007), qualitative data were collected through
comprehensive interviews with nine virtual team leaders and members from six
different organizations. The most common challenge appears to involve solving
problems across multiple time zones. Study participants also believed poor leaders
lacked vision, strategy, and direction, and that poor leaders were unable to run
effective virtual team meetings or to “read” and “hear” cues from team members
while using virtual conferencing software.

Other issues involved with leading virtual teams include the following:

• Lack of facial and body language cues to validate team members

• Fear of isolation

• Changes in operating procedures

• Demand for higher individual accountability because delays resulting from

lack of preparedness are exacerbated and recovery takes longer (Wilson,
2003)

With so many potential issues, how can virtual leaders ensure success? What does it
take to lead and manage a virtual team? Joyce Thompsen (2000) argues it takes at
least the following five skills:

• Communicating effectively and using technology that fits the situation

• Building community, based on mutual trust, respect, fairness, and affiliation,

among project team members

• Establishing clear and inspiring shared goals, expectations, purpose, and

vision

• Leading by example with a focus on visible, measurable results

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 • Coordinating/collaborating across organizational boundaries

Because virtual leaders can use all the help they can get, the following are 17
“pointers” Kevin McMahan (2005) shares for managing a virtual team:

• Engage the team in setting expectations about behavior and performance.

Record the team’s decisions and commitments to each other.

• Clearly define member responsibilities.

• Use rigorous project management disciplines to ensure clarity.

• Consider servant leadership exposure and training for potential team leaders.

• Determine, as a team, how conflict will be addressed and resolved.

• Encourage proactive behavior, empathetic task communication, a positive

tone, rotating leadership, task goal clarity, role division, time management,
and frequent interaction with acknowledged and detailed responses to
previous messages.

• Strive for a good faith effort in complying with the team norms and
commitments, be honest in team negotiations, and don’t take advantage of
others or of the situation.

• Encourage social communication that accompanies completing tasks at the

outset, and be enthusiastic in e-mail dialog; look for predictable, substantial,
and timely responses to members.

• Provide more formal communication than in traditional same time/same

place teams.

• Keep communications in a shared database to use in new member

orientations.

• Focus knowledge management attention on the tacit as well as the explicit

knowledge. Document the tacit, and embed the process into the
organizational structure.

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 • Record and share the “context” when sharing information, preferably with a
view toward future audiences.

• Match desired activities with performance evaluation factors; reward the

desired performance.

• Build information sharing (knowledge management initiatives) into the

organization’s strategic plan.

• For a team crosscutting an organization’s departmental boundaries, develop

an information system to help translate terms in the subject disciplines.

• Encourage and provide feedback on all team activities; listen to feedback!

• Design and integrate tools that fit the team environment; don’t force the
team to adapt its behavior to the “latest” software.

Leadership also can be shared within a virtual team so that no one person actually
manages the functioning of the group. When no designated leader is assigned for a
group, we say the group has “shared leadership” or is “self-managed.” A longitudinal
study of virtual teams at three North American universities showed “high performing
self-managed virtual teams displayed significantly more leadership behaviors over
time compared to their low performing counterparts. Specifically, these teams
displayed significantly more concentrated leadership behavior focused on
performance (i.e., “producer” behavior) and shared leadership behavior focused on
keeping track of group work (i.e., “monitor” behavior) than the lower performing
teams” (Carte et al., 2006).

A study of 13 culturally diverse global virtual teams found that effective team leaders
“… demonstrate the capability to deal with paradox and contradiction by performing
multiple leadership roles simultaneously (Kayworth and Leidner, 2002). Specifically,
the study showed the following:

“… highly effective virtual team leaders act in a mentoring role and exhibit a
high degree of understanding (empathy) toward other team members. At the
same time, effective leaders are also able to assert their authority without

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 being perceived as overbearing or inflexible. Finally, effective leaders are
found to be extremely effective at providing regular, detailed, and prompt
communication with their peers and in articulating role relationships
(responsibilities) among the virtual team members.” (p. 7)

Much advice about leading virtual teams revolves around fostering positive and
respectful relationships among team members who hold each other accountable and
support each other through difficult situations. The same also holds true of
professional relationships in the onsite workplace, but virtual relationships face
unique challenges that take more work to maintain and nurture. But, if a virtual team
is right for your organization, the rewards can be worth the effort.

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 Part 3 – Research on the Effectiveness of Virtual Teams
Do virtual teams work as effectively as face-to-face teams? That is an important
question to answer before investing time, energy, and money setting up and
managing a virtual team. The answer can be explored via empirical studies based on
both qualitative and quantitative research methods. Because no single one-size-fits-
all approach will be effective for every organization, both qualitative and quantitative
data are necessary to provide guidelines that can help you determine if a virtual
team might succeed in your company.

To help ensure effectiveness, general principles can be followed when managing

virtual teams, including the following suggestions:

• Clarifying team goals and team roles that do not conflict with commitments
to other work units

• Carefully implementing efficient communication and collaboration processes

that prevent misunderstandings and conflict escalation due to reduced
communication cues

• Continuously supporting team awareness, informal communication, and

sharing of socio-emotional cues, together with providing sufficient
performance feedback and information about the individual working
situation of each virtual team member

• Creating experiences of interdependence within the team to compensate for

feelings of disconnectedness, for instance, via goal setting, task design, or
team-based incentives

• Developing appropriate kick-off workshops and team training concepts to

prepare and support the team for the specific challenges of virtual teamwork.
(Hertel, 2005)

A study by Horwitz, et al. (2006) indicated that improving cross-cultural

communication, improving managerial and leadership communication, clarifying
goals and roles, and building relationships are the most important factors affecting

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 virtual team performance. Perhaps the most important factor in the success of
virtual teams is the opportunity to occasionally meet face-to-face, because
relationships are so critical. One research study concludes that “… wholly virtual
teams might not meet organizational expectations and achieve the same levels of
performance and success as those that, whilst being geographically dispersed, are
able to meet at critical times” (Lee-Kelley et al., 2004). It seems that virtual teams
need face-to-face meetings for members to get to know each other and to develop
trust. “The virtual teamworking technologies alone may have limited scope in
contributing to reproduction and reinforcement of commitment and personal trust
relationships” (Nandhakumar and Baskerville, 2006).

Dispersed workers often experience isolation and other challenges that can impede
effective functioning. They need a “human touch.” A recent study found that many
virtual teams need special leadership, that trust is essential, that teambuilding
exercises pay off, and that, unless a combination of high-tech and high-touch is
maintained, performance peaks are often followed by declines in the productivity
(Hawkrigg, 2007). Again, relationships matter in the workplace. People need to feel
connected to each other.

At the same time, virtual teams can be over managed. Essentially, virtual teams
need to be self-directed by highly motivated individuals who can mostly work on their
own. Best practices for virtual team members include “… supporting other team
members, communicating effectively, and having a variety of specific skills.
Interviewees sought a respectful team environment where members weren’t afraid
to openly discuss ideas, where people could be reached, and where team members
responded appropriately to requests for help. Effective communication involved
transferring ideas, sharing information, listening to and internalizing the ideas of
others, and notifying team members of any problems or issues” (Staples and
Webster, 2007). However, “… even though many SMWTs [self-managed work teams]
are largely self-managed, external leadership may be fundamental to the
performance of these teams … successful external managers provided clear
objectives, established a climate of mutual trust by emphasizing the development of

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 strong relationships with team members, and did not engage in micromanagement
of the team” (DeRosa et al., 2004),

How do virtual teams process information? This question may shed some light on
whether a team is effective or ineffective. Information and communications
technologies affect information processing in virtual teams in two ways. First, the
communication technology impacts the pool of knowledge and its use in virtual
teams. Second, virtual communication has “an indirect effect on the way teams
process information because the communication environment influences team
processes, the emergence of trust and cohesion, and information processing
capabilities” (Curseu, 2008). A 2006 study of a collaborative project between two
international business communication classes at U.S. and German universities
compared a number of online communication channels (e-mail, discussion boards,
online chats), evaluated each channel’s effectiveness for virtual teamwork, and
reflected upon the various aspects of the learning process (Gareis, 2006). This study
determined that U.S. students preferred e-mail as a forum for professional
communication, while German students preferred discussion boards.

This same study uncovered one major benefit to online communication vs. face-to-
face communication: “Online written communication promoted equal participation of
group members,” an equalizing effect that “is not only beneficial for shy students, but
also for non-native speakers of English who may have trouble responding quickly in
spoken conversation or who may be worried about their accents. … A related finding
is that asynchronous communication seems to have a positive effect on language
accuracy and its mitigating intercultural miscommunication. …”

We can see that the tools used in virtual teams do benefit team members, indirectly
supporting the effectiveness of a virtual team. However, these online tools benefit
onsite and virtual teams alike. The point is not necessarily which online
communication medium is best but how communication, overall, is used effectively
in virtual teams. That effectiveness comes back to how a team is managed.

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 Summary: Success Factors for Managing Virtual Teams
In the end, most of the recommendations for successfully managing virtual teams
are fairly similar. Our research highlighted three sets of recommendations.
Combined, they cover most of the major points on how to lead and manage a virtual
team.

Melymuka (1997) suggests that the following factors are present in successful virtual
teams:

• Providing a supportive corporate culture

• Hiring the right people

• Addressing time considerations

• Communicating emotions

• Properly using synchronous and asynchronous modes of communication

• Using appropriate software tools

• Ensuring comfort with using technology

• Putting a limit on the number of team memberships for each person

• Providing network and system support

• Addressing sensitivity to cultural differences in communications

Compare these points to Staples and Webster’s (2007) list of “organizational best
practice items” for virtual teams:

• Teams are provided with adequate resources (e.g., funding, people, and skill
variety) to meet their objectives.

• The information technology (IT) needs (equipment, financial support, and

training) of teams are well supported.

• People are recognized for their contributions and are fairly rewarded.

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 • The company provides adequate electronic communication skills training for
the team.

• The company provides adequate team skills training (e.g., communication,

organization, interpersonal, etc.) for the team.

• The company provides adequate technical training for the team.

• The company provides adequate customer service training for the team.

• The company provides adequate remote coordination skills training for the
team.

In summary, the TechRepublic.com Web site (Mochal, 2007) provides 10 tips for
managing virtual teams:

• Establish team objectives.

• Remind everyone they are a team.

• Establish ground rules.

• Obtain the right technology.

• Look for opportunities to socialize.

• Be sensitive to cultural differences.

• Communicate.

• Adjust and compromise on time differences.

• Be extra diligent in managing workload.

• Give people shorter assignments.

In the end, you need to select the suggestions that best apply to your individual
situation. You also must remain open to change if one method doesn’t work or if a
new technology aims to provide a greater benefit. As the recommendations show,
commitment and accountability tempered with flexibility and communication are
critical factors in helping any virtual team succeed. Moreover, the effectiveness of a

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 virtual team always depends on the effectiveness of the interpersonal relationships
among its members.

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 Part 4 - Technology for Supporting Virtual Teams
Part of the shift from Web 1.0 to Web 2.0 has been the change in emphasis from
individual learning to team-based collaborative learning. This represents a
fundamental shift in how learning occurs, as we move from a model of instructor-led
teaching of individuals to one of learner-led finding, doing, and collaborating in small
groups.

Working in teams is one of many different ways to collaborate. Timothy Butler and
David Coleman (2003) suggest five fundamental models of working together:

• Library (a few people place material in a repository, many draw on it)

• Solicitation (a few people place requests, many respond, e.g., a Request for
Proposal [RFP] system)

• Teams (small groups work together on projects)

• Community (e.g., a community of practice)

• Process support (systems that support repetitive workflows)

All five of these methods can be used in a virtual world setting that is purpose-built
for working together. All five of these methods also require technology appropriate to
the purpose of that method. Hundreds of vendors produce and sell products that
allow teams to work together online. These technology products can be divided into
the following categories:

• Web collaborative software

• Project and team management software

• Conferencing and meeting software

The following is a list of the best known tools in each of the above categories:

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 Web Collaborative Software
This software group includes online collaborative working environments, group
document sharing and management tools, calendars and scheduling software, task
management software, and computer-supported collaborative learning
environments. The following list highlights some of the best known software
currently being used in corporate environments.

Annotea – This is a World Wide Web Consortium (W3C) LEAD (Live Early Adoption
and Demonstration) project under Semantic Web Advanced Development (SWAD).
Annotea enhances collaboration via shared metadata-based Web annotations,
bookmarks, and their combinations.

http://www.w3.org/2001/Annotea

aveComm – This technology adds to a software/hardware application or product with

Web-based video, voice and data collaboration, and communication.

http://www.avecomm.com

Backpack – An organizational tool that enables collaboration with others, this Web-
based service lets users make to-do lists, jot down notes, share files, and upload
photos. Users can share Backpack pages with others by e-mailing the page address
to the other person. It also provides Short Message Service (SMS)/text message
reminders.

http://www.backpackit.com

Bright Idea – These software products assist managers in all areas of innovation,
with templates and workflows for product development, intellectual property
management, expert location, and information technology adoption.

http://www.brightidea.com

CentralDesktop – This Web-based collaboration tool helps business teams manage

projects, share information, and communicate with others. It includes document
organization and sharing, document versioning, and searchable discussion threads.

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 http://www.centraldesktop.com

Confluence – Confluence is an enterprise wiki that hosts online workspaces where

team members can hold discussions, develop ideas, create documents, share
knowledge, post blogs and meeting notes, and even maintain a team calendar.

http://www.atlassian.com/software/confluence/solutions/collaboration.jsp

Croquet – This combination of open source computer software and network

architecture supports deep collaboration and resource sharing among large numbers
of users. It features a network architecture that supports communication,
collaboration, resource sharing, and synchronous computation among multiple
users. Using Croquet, software developers can create powerful and highly
collaborative multi-user 2-D and 3-D applications and simulations.

http://www.opencroquet.org

DabbleBoard – DabbleBoard is an online whiteboard specifically designed to

facilitate collaboration. Users can draw freehand or with prebuilt objects.

http://www.dabbleboard.com

Digité Enterprise – This tool offers real-time collaboration through Web access,
instant messaging, discussion forum, alerts, flexible workflow, robust document
management, and a meeting manager.

http://www.digite.com

Engineering.com Collaboration Suite – This collaboration suite, designed for

engineers, features a project navigator; resource information sharing; mechanical
CAD Viewer to compress and send CAD files over Internet; desktop sharing and
remote desktop control, recording, and playback; and document management.

http://collaboration.engineering.com

eRoom – This Web-based collaborative workspace enables distributed teams to work

together more efficiently. Features include the following: instant messaging; project
planning and reporting; search; version control; office, desktop, and e-mail

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 integration (Microsoft Office and Outlook); and integration with SharePoint and BEA
WebLobic.

http://www.emc.com/products/family/eroom-family.htm

Exact Software e-Synergy – The e-Synergy platform integrates and consolidates

corporate data into a single database, allowing all members of the value chain to
view and modify information based on their access and roles within the system.
Features include the following: accessing documents, scheduling and using
calendars, tracking the status of assignments, and sending workflow tasks.

http://www.exactamerica.com/esynergy

Flypaper – This simple, easy-to-use, online collaboration system contains content

management and a dashboard. The company also has the Flypaper Enterprise
Collaboration Platform.

http://www.flypaper.com

Gliffy – This tool provides the ability to do diagramming in a Web browser, with
collaborators able to add to and change the diagrams.

http://www.gliffy.com

Google Apps – Google Docs, Google Video, and Google Sites complement traditional
office software to make teamwork easier. Companies or departments can use these
apps on their own to be more productive, an example of the new “cloud computing”
or “Software as a Service” (SaaS) model of collaborative computing.

http://www.google.com/apps/intl/en/business/index.html

Gordano Groupware and Collaboration Server – GMS Collaboration Server provides a

fully functional cross-platform alternative to Microsoft Exchange.

http://www.gordano.com/products/Collaboration.htm

hotComm – This peer-to-peer collaboration platform is designed to leverage the

1stWorks Network, a powerful, scalable, and secure peer networking architecture.
hotComm is the desktop client that provides fast, efficient, private interactive access

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 or exchange of text, voice, video, data, and applications between participating
hotComm users on the Web.

http://www.hotcomm.com/hotComm.asp

HyperOffice Collaboration Suite – The features of this hosted collaboration solution

include the following: business e-mail, online document management, online
calendar, online contact management, task manager, and shared documents.

http://www.hyperoffice.com

IBM Lotus QuickPlace - A Web-based solution for creating team workspaces for
collaboration. IBM also is a pioneer in using virtual worlds for team collaboration and
training.

http://www-03.ibm.com/systems/i/software/quickr

http://www.ibm.com/virtualworlds/innovationinvirtualworld.shtml

IceMAIL – Features of this enterprise class e-mail and collaboration system for small
businesses include the following: shared calendars, contacts, folders, and Microsoft
Outlook integration.

http://www.icewebonline.com/icemail_home.asp

In-team – This company offers tools and modules to support teams in a variety of
environments. Its virtual “meeting room” can be embedded in existing infrastructures
and customized in terms of look-and-feel.

http://www.inteam.com/info

Interwoven WorkSite – This document management and team collaboration

software stores all project-related documents; integrates with Microsoft Office,
Microsoft Outlook, and Lotus Notes; and provides search, versioning control, and
extensibility.

http://www.interwoven.com/components/pagenext.jsp?topic=PRODUCT::WORKSITE

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 JDH Web-4M – This collaboration suite for business or training/education is an
integrated suite of multiuser, peer-to-peer, and groupware tools for synchronous
course delivery and instructor/student interaction.

http://www.jdhtech.com

Mayetic Collaborative Workspaces – Functions of this teamwork collaboration tool

include the following: share documents, calendars, Web resources, and photos. Using
Mayetic collaborative workspaces, any workgroup belonging to an internal or
external organization can publish and share information and documents in a
collaborative, structured, and secured fashion – for up to 399 users.

http://www.oodrive.fr/index.php?menu=our-solutions&submenu=collaborative-
intranet

Microsoft SharePoint – Microsoft Windows SharePoint Services 3.0 is an integrated

portfolio of collaboration and communication services designed to connect people,
information, processes, and systems both within and beyond the organizational
firewall.

http://technet.microsoft.com/en-ca/windowsserver/sharepoint/default.aspx

Near-Time – Near-Time integrates a group Weblog with wiki pages, team events, and
shared files in a hosted and secure collaborative environment. Create a Near-Time
space to share ideas, resources, and files; author and review pages individually and
across the group; schedule and track events and activities; organize and discover
content through categories and tags; and publish and broadcast your content to the
Web.

http://www.near-time.com

NexPrise Collaboration – This tool centralizes all project-related documents, files,

and data into a single storage area where project members can quickly locate and
retrieve the most current and accurate information. Proactive features, such as
subscriptions, notifications, and calendar events, keep users abreast of any
developments requiring attention. Users can store information, and control where it
goes and who can access it.
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 http://www.nexprise.com

Novell Groupwise – Novell GroupWise is a complete collaboration software solution

that provides information workers with e-mail, calendaring, instant messaging, task
management, and contact and document management functions.

http://www.novell.com/products/groupwise

Open Text – Open Text provides Enterprise Content Management (ECM) solutions
that support collaboration and document management combined together. It allows
managers to tightly control the project lifecycle by monitoring due dates, milestones,
tasks, and priorities and by receiving on-the-spot status reports.

http://www.opentext.com

Oracle Beehive – Oracle Beehive provides the tools an enterprise needs to

seamlessly collaborate from within any application or device. It enables individuals,
teams, and entire organizations to detect a presence and collaborate instantly.

http://www.oracle.com/products/middleware/beehive/index.html

Projectforum – This Web-based collaboration software is easy to set up and use. It is

a wiki that lets you share, discuss, and review ideas, documents, schedules, and
status — online, privately, and securely.

http://www.courseforum.com

ProjectSpaces – ProjectSpaces is a password-protected, Web-based extranet tool. It

provides working groups — committees, project teams, partners, members, and
others — with simple, powerful, secure, and reliable tools for collaborating more
effectively across organizational and geographic boundaries. ProjectSpaces offers
powerful tools for managing multiple teams.

http://www.forumone.com/section/services/projectspaces

Ramius Community Zero – CommunityZero is an interactive Web site that allows a

group of people to communicate and exchange information over the Internet in their
own private and secure area. Within each area, called an online community,

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 participants are provided access to a suite of powerful tools that enable a group to
effectively get organized, share knowledge, and communicate.

http://www.ramius.net/welcome.cfm

Same-Page eStudio – eStudio is a hybrid solution that offers more than 30 software
features needed for effective collaboration. eStudio does not require an IT
department to maintain it. The eStudio administrator tightly controls user access.
Staff members can access the components they require to work effectively, while
customers view only the data that is relevant to their company interaction.

http://www.same-page.com

SiteScape – Recently acquired by Novell, SiteScape is collaboration software that

includes document management, threaded discussions, calendar sharing, search,
workflow and task management, and real-time communications such as presence
confirmation, voice and Web conferencing, Web-based whiteboarding, and instant
messaging.

http://www.novell.com/promo/sitescape.html

Swirrl – Swirrl is an easy-to-use Web application that helps organizations capture,

share, and exploit their knowledge.

http://www.swirrl.com

Teamspace – Teamspace is a groupware system for international Web-based

collaboration and virtual teamwork. The idea with this software is to “create your own
team and work together with colleagues all over the world.”

http://www.teamspace.com

Teamware Office – Teamware Office is a set of groupware applications that provides

users with an easy way of carrying out office tasks and communicating with each
other. Teamware Office includes facilities for using e-mail; scheduling time and
resources; having discussions; managing and retrieving documents; and finding,
viewing, analyzing, and acting on information in a user-friendly and timely way. The
facilities are designed to meet the needs of users, whether they are individuals in

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 local or remote offices, members of a team within an enterprise, or an external
business partner.

http://www.teamware.net/Resource.phx/teamware/index.htx

TeamWork Live – TeamWork Live is an intuitive, secure, Web-based project

management and collaboration tool. TeamWork Live is hosted, so there is no
software to install or support. Use TeamWork Live to manage projects, track tasks,
centralize communication, share documents and files, and collaborate with clients
and remote teams.

http://www.teamworklive.com

Trichys WorkZone – WorkZone is the easy-to-use extranet for organizing and sharing
work with clients, project teams, and business partners. Designed specifically for the
non-technical user, WorkZone can be accessed from any Web-enabled computer
(Mac or PC) and requires no additional hardware or software.

http://www.trichys.com

WebCrossing Core – WebCrossing Core is a collaboration server engine. Beyond built-

in basic message board functionality, it includes the following fully functional
Internet protocols: multi-domain Web server, newsgroup server, e-mail server, chat
server, XML-RPC server, FTP server, and more.

http://www.webcrossing.com/Home/products.htm

WebAsyst Suite – WebAsyst is a suite of Web-based software applications, a simple

and powerful solution for group online collaboration. WebAsyst enables users to
implement customer, project, and document management in a Web browser without
downloading additional software.

http://www.webasyst.net

Zoho Virtual Office – This groupware provides a virtual collaboration platform where
individuals and groups can communicate, collaborate, organize, and share
information seamlessly using a number of useful applications such as e-mail client,

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 virtual storage for documents, personal and group calendar, task scheduler, contacts
manager, instant messaging, discussions board, etc.

http://www.zoho.com/virtual-office/index.html?ad-main

Project and Team Management Software

This category of software is used for managing complex team projects, including
keeping track of the work of each team member. This type of software also is used
to produce progress reports for the team and for managers.

Ace Project – This intuitive project management software for work teams works with
Microsoft Project, and can be hosted or installed on your intranet.

http://www.aceproject.com

activeCollab – activeCollab is a project management and collaboration tool that you

can set up on your own Web site. Have an area where you can collaborate with your
team, clients, and contractors, and keep projects on track while retaining full control
over access permissions and your data.

http://www.activecollab.com

Acunote – Acunote is an Agile project management tool that integrates with a

number of other software development management tools, such as Subversion,
Perforce, Bugzilla, Mantis, Trac, JIRA, and FogBugz.

http://www.acunote.com

Basecamp – Basecamp tackles project management from an entirely different

angle, focusing on communication and collaboration.

http://www.basecamphq.com

ManagePro – ManagePro combines project management, task management, and

performance management tools into a single application.

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 http://www.managepro.com

myonProject – myonProject is an online team collaboration and project

management solution that offers practical, affordable, online management for
projects of any size and scope.

http://www.onproject.com

OPMCreator – This instant-to-set-up, simple, scalable, pay-as-you-go Web-based

project management software is ideal for small- to medium-sized businesses looking
for a simple but effective method to manage their projects online. Share multiple
projects with multiple users, set user permissions, assign tasks, and share
documents, calendars, discussions, feedback, and e-mails.

http://www.opmcreator.com

ProjectDox – This easy-to-use database neatly stores and organizes project files,
giving all team members constant online access to needed information.

http://www.projectdox.com

Project/Open – This integrated open-source Web-based project management and

PSA (Professional Services Automation) software is designed for consulting
companies and IT departments with between two and 200 employees. The
application helps a company run its business by taking care of everything from CRM,
project planning, project tracking, and collaboration to timesheet management,
invoicing, and payments.

http://www.project-open.com

PeopleCube – PeopleCube includes Web event calendaring, scheduling solutions,

facility management, and human performance management applications.

http://www.peoplecube.com

QuickBase – QuickBase applications make tracking, updating, and sharing

information easy and also works as customer relationship management (CRM)
software.

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 http://quickbase.intuit.com/home/video

TeamDynamix TDNEXT V4.0Project Suite – TeamDynamix TDNext 4.0 is the latest

edition of the acclaimed project management and project collaboration server.
TDNext focuses on helping managers and project team members work more
effectively. Project managers have all the tools necessary to monitor team progress,
identify and resolve potential problems, and communicate with their project teams.
Project team members have instant access to all project information that is relevant
to their work, and the system tells them exactly where they should focus their time
every day.

http://www.teamdynamix.com/CollaborationProducts/Products.aspx

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 Conferencing and Meeting Software
Conferencing software mainly focuses on live communications among members of a
virtual team. The software may be a suite of applications that include a whiteboard,
voice over IP (VoIP) capabilities, text chat, and the display of slides or it may be a
solution containing only one or two of these features.

Adobe Connect – Securely share presentations and multimedia right from your
desktop, and get feedback from hundreds of participants — all using a Web browser
and Adobe Flash.

http://www.adobe.com/products/acrobatconnectpro

AT&T Connect – AT&T Connect delivers unlimited voice, Web, and videoconferencing.
Share and collaborate on any application or document in real time. Lead or attend
virtual classes with full moderator control and participant interaction features.
Record classes and live Webcasts.
http://www.interwise.com/att_connect.html

Bantu Messenger – Bantu is a powerful communication and collaboration platform.

Bantu’s secure Instant Messaging (real-time text communication), Presence (see
who’s online), and Alerts (time-sensitive notifications) servers offer rich
communications features.

http://www.bantu.com/services/faq_basics.php

BridgePoint – Combining audio and Web conferencing components, BridgePoint

allows companies to meet virtually anywhere to accomplish their goals. With the
convenience of online access through an individual account, BridgePoint users can
establish conferences at a second’s notice from an Internet connection.

http://www.telnetz.com/bridgepoint.asp

BudgetConferencing – This tool is a low-cost audio and Web conferencing system

that can enable operator assisted conference calls or full-time operator support.

http://www.budgetconferencing.com

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 Campfire – This is a simple-to-use instant messaging software for businesses.

http://campfirenow.com

Cisco Unified MeetingPlace – An integral component of the Cisco IP Communications

system, Cisco MeetingPlace is a complete rich-media conferencing solution that
seamlessly integrates voice, video, and Web conferencing capabilities.

http://www.cisco.com/en/US/products/sw/ps5664/ps5669/index.html

Communique – This tool enables audio conferencing with PowerSlides, video

conferencing, and Internet conferencing with Microsoft LiveMeeting, WebEx, and
Raindance.

http://www.communiqueconferencing.com/internet_conferencing.asp

Elluminate Live! – This real-time virtual classroom environment is designed for

distance education and collaboration in academic institutions and corporations.

http://www.elluminate.com

eZmeeting – Features of this live meeting and Web conferencing tool include the
following: interactive data collaboration; universal file viewer (to view, share, and
mark up Microsoft Office documents); drawing tools; presentation tools, including
whiteboards, snapshots, and images; an interactive whiteboard; desktop sharing;
and corporate instant messaging.

http://www.ezmeeting.com

Facilitate – This solution supports online meetings and collaboration with a set of
tools for brainstorming, categorizing, voting, conducting surveys, and creating action
plans.

http://www.facilitate.com

Genesys Meeting Center – This center features audio, video, and Web conferencing
specialists.

http://www.genesys.com

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 Glance Corporate – Glance is a simple, quick desktop sharing tool for hosting live
Web demos, sales presentations, and more. Features include the following: shared
documents, e-mail invites, instant messaging, session reports, and phone use.

http://www.glance.net/site/getglance/examples.asp

GoToMeeting – With this online meeting solution for sharing desktop resources, Web
conferencing, and collaboration, you can host or attend an online meeting within
seconds.

https://www.gotomeeting.com

Halo Video Collaboration Service – This system of carefully placed plasma

televisions, cameras, and microphones allows two groups of up to six people to hold
a live meeting in two separate locations. Conceived by Dreamworks as a response to
travel concerns after the terrorist attacks of Sept. 11, 2001, Halo allows meeting
participants to make eye contact, share files and documents, and shout over each
other in an attempt to be heard — just like a real meeting.

http://h71028.www7.hp.com/enterprise/us/en/halo/index.html

IntraLinks On-Demand Workspaces – In this secure, virtual environment, business

communities can exchange high-value information across enterprise boundaries.
Real-time reporting shows which information has been accessed, how often, and by
whom.

http://www.intralinks.com

iVocalize Web Conference – This tool enables interactive Web conference meetings,
online seminars, e-learning classrooms, and presentations to audiences spanning
the globe. It is also multilingual.

http://www.ivocalize.com

Linktivity Inter-Tel – These voice and data communications solutions and

collaboration applications include Web conferencing with the following features:
multipoint videoconferencing, desktop sharing, pre-recorded broadcasts, polling and
quizzes, record and playback, live demos, annotations, notes, broadcasts files,

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 keyboard and voice chat, transparency tools, attendee lists, hand raising, remote
control, and a change presenter ability.

http://www.linktivity.com

MeetingOne – MeetingOne is a full service audio and Web conferencing provider that
focuses on event solutions. This powerful, easy-to-use Web conferencing solution
allows users to share and present any printable document, any application, or an
entire desktop.

http://www.meetingone.com/us

PGi Netspoke – PGi Netspoke provides Web and audio conferencing services.

http://www.premiereglobal.com/conferencing/web-conferencing/netspoke

Radvision – These desktop videoconferencing products and components deliver real-

time interactive communications to manage dispersed organizations, for a more
powerful, more agile, and faster communications infrastructure.

http://www.radvision.com

Q2Learning eCampus and eCommunity – Rapidly develop blended learning programs

that weave together e-learning courses with simultaneous Web meetings, threaded
discussions, and coached e-assignments; and integrate the activities of learners,
coaches, and managers. Provide pictures of team members, feature stories, a
featured person, names of people logged in, and discussion rooms of various levels
of exclusivity.

http://www.q2learning.com

Saba Centra – This online learning environment combines a highly interactive virtual
classroom learning, e-meeting, and Web seminar platform to enable e-learning and
collaborative Web conferencing across the globe.

http://www.saba.com/centra-saba

Skype – Make free calls over the Internet, or set up a video link between two people.
Use the instant messaging function with or without voice communications.

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 http://www.skype.com

Socialcast – Communicate and share information any time, anywhere. It works with
mobile devices.

http://www.socialcast.com

SpiderWeb Communications – These Web-based solutions enable face-to-face

interaction with remote employees, partners, and prospects — all without leaving
their desks. It includes VoIP, live video, application sharing, and breakout groups.

http://www.spiderwebcommunications.com/index.asp

Voxwire – This unlimited computer-to-computer Web conferencing application allows

people to talk to each other, send text messages, and see the same Web site or
other presentation on their screens — from anywhere in the world. It can be used for
private communication or with large groups of participants.

http://www.voxwire.com

Vyew – This platform enables real-time and always-on interaction between people
and content.

http://vyew.com/site

WebEx Meeting Center – WebEx powers online meetings, Web conferencing,

teleconferencing, conference calling, and videoconferencing services created for
today’s enterprise. WebEx services offer the right solution, whether for an individual,
a small business, or a large business. Solutions include Web meetings, Webinars, e-
learning, remote support, and system management. This tool requires only a browser
and a phone.

http://www.webex.com

WebTrain – This includes Web conferencing and collaboration solutions and a virtual
classroom. Present courseware in a synchronous online environment, set up labs and
conduct quizzes, present PowerPoint slideshows, share other applications, tour Web
sites, show rich multimedia content and documents, and provide effective distance
education at a fraction of the cost of traditional classroom courses. Training can be
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 conducted in multiple simultaneous languages in the same training session, course,
or meeting.

http://www.webtrain.com

Wimba Collaboration Suite – This full-featured, live virtual classroom supports audio,
video, application sharing, and content display. It enables users to hold live, online
classes, office hours, guest lectures, Webcasts, and meetings.

http://www.horizonwimba.com

WiZiQ – This virtual classroom tool provides good VoIP and some additional features
to rival the big vendors, including a full-featured whiteboard.

http://www.wiziq.com

At the end of the day, support for virtual teams is mostly about overcoming three
kinds of distance — physical, operational, and social. Physical distance refers to the
geographical and time zone differences that can be overcome through the right
combination of electronic technologies; operational distance is the barriers within an
organization due to different job functions; and social distance is the result of
cultural barriers and prejudices. The latter two are harder to solve with technology
alone. All three require the effective leadership and management of virtual teams.

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