| This study explored the performance domain of virtual teamwork both theoretically and empirically. The goal of the proposed study was to develop a performance taxonomy of virtual teamwork, with the worker's tasks and responsibilities being clearly defined. It was assumed that traditional models of job performance do not capture the nature of work in virtual teams, and that traditional taxonomies of job performance may need to be either restructured (focusing on the number of dimensions), and/or reevaluated (focusing on the meaning of dimensions). After a thorough review of the literature, in-depth interviews with virtual teamworkers, and several rounds of q-sorting, a seven factor structure of virtual teamwork job performance was hypothesized. All study scales were pilot tested on 76 online students, and construct validated on 202 virtual teamworkers. All hypotheses were tested using a confirmatory factor analytic approach. Fit indices demonstrate acceptable fit to the data, and failed to support alternative trimmed models. |
