| This study explores the experiences and meanings of creativity for members of virtual teams, groups of geographically dispersed organizational members who carry out the majority of their activities through information technology. Using a naturalistic paradigm, this study investigated (a) defining characteristics of virtual teams, (b) how the creative process evolves in virtual teams, and (c) key dimensions of a climate for creativity specific to virtual teams.; Through maximum variation sampling, thirty-six individuals from nine teams were selected. Three teams were organizational consulting firms; two were educational consortiums; three were on-line service providers; and one was a product design engineering team. One semi-structured, telephone interview was conducted with each participant. Team members also completed a background survey.; Grounded theorizing was used to generate an in-depth understanding of the phenomena under investigation. Defining characteristics of virtual teams included: common goals, geographic separation of members, electronic communication, and loose boundaries. Communication behavior for each team was also described.; Four stages of the creative process emerged--idea generation, development, finalization/closure, and evaluation. Idea generation was conducted face-to-face or through unstructured electronic exchanges. Ideas were developed and finalized mostly electronically. Evaluation, not often formally conducted, was mostly face-to-face. Three work design approaches used during the creative process emerged--the wheel, modular, and iterative approaches. Additionally, two themes distinguishing creativity in virtual teams from face-to-face teams were archive capability, the ability to record the creative process as it occurs; and the ability to widen the creative pool through electronic links.; Environmental features that influenced team members' creativity were summarized into eleven dimensions: trust; acceptance of ideas and constructive tension; freedom; challenge; goal clarity; collaboration; sufficient resources and time; management encouragement; information sharing; dedication/commitment; and personal bond. From these, a model was developed which included three components necessary for virtual team creativity: (a) connection, the elements needed for a team to develop and maintain identity and a sense of community; (b) raw materials, the basics on which team members draw to produce creative work; and (c) management and team member skills conducive to creativity.; Implications for organizations, managers and team leaders, and individual team members are discussed. |
