This research tested components of a theoretically-based model of virtual organizational effectiveness grounded in multiteam systems theory and network theory. Methods included meta-analytic integration, field research on emergency response systems, and laboratory experimentation. Meta-analysis was used to identify core principles linking virtuality features (e.g, synchronicity) and structural characteristics (e.g, nature of distribution) to essential behavioral (e.g., information sharing), motivational (e.g, efficacy), affective (e.g, cross-team trust), and cognitive (e.g, transactive memory) dynamics. Field methods were be used to examine the most pressing practical problems, and their relation to network features, in multiagency coordination structures operating in highly complex virtual settings. Laboratory experimentation evaluated standardization of communication norms and pre-disaster network formation in enabling the coherent functioning of virtual organizations.
Findings from this multidisciplinary, multimethod investigation contribute insights to the literatures on virtual teams and multiteam systems (e.g., intra-organizational and interorganizational level). These findings were aimed at improving the functioning of a variety of virtual organizations operating in emergency response and recovery, military, and academic research.
- Leslie DeChurch, Northwestern University
- Naim Kapucu, University of Central Florida
- Shawn Burke, University of Central Florida
- Eduardo Salas, Rice University
Mesmer-Magnus, J. R., DeChurch, L. A., Jimenez-Rodriguez, M., Wildman, J., & Shuffler, M. (2011). A meta-analytic investigation of virtuality and information sharing in teams. Organizational Behavior and Human Decision Processes, 115(2), 214-225.
DeChurch, L.A., Hiller, N.J., Murase, T., Doty, D., & Salas, E. (2010).Leadership across levels: Levels of leaders and their levels of impact. Leadership Quarterly, 115,
DeChurch, L. A., Hiller, N. J., Murase, T., Doty, D., & Salas, E. (2010). Leadership across levels: Levels of leaders and their levels of impact. The Leadership Quarterly, 21(6), 1069-1085.
Mesmer-Magnus, J. R., DeChurch, L. A., & Wax, A. (2012). Moving emotional labor beyond surface and deep acting A discordance–congruence perspective. Organizational Psychology Review, 2(1), 6-53.
This material is based upon work supported by the National Science Foundation under Grant No. (ACI-0943208).