| The extensive use of virtual teams (VTs) and outsourced resources has become a ubiquitous norm in many corporations around the globe. However, little is known about how this increasing trend, being implemented on such a large scale, impacts critical performance drivers (Powell, Piccoli et al. 2004).;Despite a growing body of literature on the subject of virtual work, there is still no unifying framework that helps to predict organizational outcomes. The goal of this dissertation is to develop such a framework, The model, coined the Virtual Distance Model (VDM), will help both researchers and practitioners better understand the complex set of issues that can cause degradation to performance and productivity on VTs.;Virtual Distance is defined as the perceived distance between two or more individuals, groups or organizations, brought on by the persistent and pervasive use of technology-mediated work and communications. Virtual Distance is a multidimensional perceptual construct designed using the key elements which promote a sense of distance in virtual work environments. Research has shown that the perceived distance between two or more individuals has negative effects on communication and persuasion and promotes a tendency to deceive (Bradner and Mark 2002). Virtual work is comprised of team members that are, by definition, distant from one another, both physically and psychologically. Socio-emotional factors can play a role in perceived distance and these factors may contribute to decreased success (Barczak and McDonough 2003).;VDM was developed after conducting an extensive literature review and combining findings from that effort with executive interview information collected over the course of the first 18 months of this research. The model was tested using a multi-step research method including surveys and follow-up interviews with key executives from a sample of corporations leveraging virtual workspaces.;The findings show that Virtual Distance is in fact a new, unique and measurable construct that has significant and negative relationships to Clarity, Trust and Organizational Citizenship Behavior. The model also supports the hypothesis that through these mediating variables Virtual Distance has a negative and significant relationship to Project Success. |
