| Working in geographically dispersed organizations is the reality for many knowledge workers. Working virtually, however, can provide both a sense of autonomy and isolation. To address this situation, managers spend time and resources developing systems to replace informal discussions that occur naturally in traditional offices. Resultant roles, processes, and information technology elements are expected to enable virtual employees to develop relationships (social capital) and use the resources available through their relationships to transfer knowledge.;This dissertation studies social capital development and use in three geographically dispersed firms: auditors in a Big Four accounting firm, executive management in a global manufacturing company, and information technology professionals in a global technology company. Forty-two participants discussed how they developed and used social capital and the value they received from firm management systems.;Research identified common factors across firms. For social capital development, important factors are being a self-starter, having in-person interactions, focusing on tasks and/or relationships, and one's background and personal characteristics. For social capital use, factors are being a self-starter, results of the communication, having relationships with others, and the background and personal characteristics of others. Drivers of value for social capital development and use are identified for roles, processes, and information technology. For all management systems, a key driver is the content of communications. The availability and initiative of people in roles and the ability of processes to enable synchronous communication, whether in-person or virtual, also are important factors.;Results contain practical implications for managers of virtual workers. For example, because knowledge workers in virtual organizations need to be self-starters, hiring for initiative is important. Results also show that some firms invest in management systems that do not provide a return on investment.;The study extends existing knowledge by taking a process perspective and explaining how knowledge workers develop and use social capital to perform work in virtual environments. A dynamic model of social capital is proposed. The study identifies new ways to view virtuality: by location and type of work, and by the amount of time spent working virtually with department versus non-department team members. |
