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Abstract
This review examines the influence of interactive technologies on team dynamics and performance in organizational contexts, with a specific focus on virtual and hybrid environments. The article explores the integration of digital tools, such as video conferencing and collaborative platforms, and their impact on team cohesion, communication, and productivity. Theoretical frameworks, including the Technology Acceptance Model (TAM) and Social Influence Theory, are employed to analyze how team members' perceptions of ease of use and the social dynamics within virtual teams affect technology adoption and team effectiveness. Findings indicate that interactive technologies facilitate real-time information sharing and task coordination, which enhances team performance by fostering engagement and reducing communication barriers. However, challenges such as reduced face-to-face interactions and ethical concerns regarding data privacy emerge as potential downsides. The Team Performance Model provides additional insights, suggesting that team performance is not solely influenced by technology but also by team composition, processes, and context. The review identifies gaps in the literature, particularly concerning the long-term effects of digital tools on team dynamics and the lack of interdisciplinary approaches that address cultural, social, and ethical implications. Future research is recommended to explore these dimensions, emphasizing longitudinal studies to assess sustained impacts on team adaptability, cohesion, and productivity. The findings underscore the need for balanced technology integration strategies to maximize the benefits of digital collaboration while addressing privacy and ethical concerns. This review contributes to a comprehensive understanding of the evolving role of interactive technologies in team-based work settings, highlighting both their transformative potential and inherent challenges.
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References
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- Aggarwal, I., Woolley, A. W., Chabris, C. F., & Malone, T. W. (2019). The impact of cognitive style diversity on implicit learning in teams. Frontiers in Psychology, 10, 112. https://doi.org/10.3389/fpsyg.2019.00112
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- Elyousfi, F., Anand, A., & Dalmasso, A. (2021). Impact of e-leadership and team dynamics on virtual team performance in a public organization. International Journal of Public Sector Management, 34(5), 508-528.
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- Handke, L., Klonek, F. E., Parker, S. K., & Kauffeld, S. (2020). Interactive effects of team virtuality and work design on team functioning. Small Group Research, 51(1), 3-47.
- Karseras, G. (2021). Build better teams: Creating winning teams in the digital age. Mango Media Inc.
- Leonardi, P. M., & Vaast, E. (2017). Social media and their affordances for organizing: A review and agenda for research. Academy of Management Annals, 11(1), 150-188.
- Nartey, I. (2021). The case of Compassion International Ghana. UCC IR. International Journal of Economics, Commerce & Management.
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- Tang, C. M., & Bradshaw, A. (2020). Instant messaging or face-to-face? How the choice of communication medium affects team collaboration environments. E-learning and Digital Media, 17(2), 111–130.
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References
Adrienko, A. (2018). Examining the impact of group dynamics on Ghana's workforce. International Journal of Innovative Science and Research Technology.
Aggarwal, I., Woolley, A. W., Chabris, C. F., & Malone, T. W. (2019). The impact of cognitive style diversity on implicit learning in teams. Frontiers in Psychology, 10, 112. https://doi.org/10.3389/fpsyg.2019.00112
Ahmed, T., Khan, M. S., Thitivesa, D., Siraphatthada, Y., & Phumdara, T. (2020). Impact of employees' engagement and knowledge sharing on organizational performance: Study of HR challenges in COVID-19 pandemic. Human Systems Management, 39(4), 589–601.
Alberola, J. M., Del Val, E., Sanchez-Anguix, V., Palomares, A., & Teruel, M. D. (2016). An artificial intelligence tool for heterogeneous team formation in the classroom. Knowledge-Based Systems, 101, 1-14. https://doi.org/10.1016/j.knosys.2016.02.010
Benner, M. J., & Waldfogel, J. (2020). Changing the channel: Digitization and the rise of "middle tail" strategies. Strategic Management Journal, 44(1), 264-287.
Benke, I., Knierim, M. T., & Maedche, A. (2020). Chatbot-based emotion management for distributed teams: A participatory design study. Proceedings of the ACM on Human-Computer Interaction, 4(CSCW2), 1-30. https://doi.org/10.1145/3415189
Bisbey, T. M., & Salas, E. (2019). Team dynamics and processes in the workplace. In Oxford Research Encyclopedia of Psychology.
Blau, G., Petrucci, T., Rivera, M., & Ghate, R. (2019). Exploring the impact of receiving sender-based negative and positive feedback on team-level process outcomes using a mobile application. Decision Sciences Journal of Innovative Education, 17(1), 76-98. https://doi.org/10.1111/dsji.12170
Cao, H., Yang, V., Chen, V., Lee, Y. J., Stone, L., Diarrassouba, N. J., Whiting, M. E., & Bernstein, M. S. (2021). My team will go on to differentiate high and low-viability teams through team interaction. Proceedings of the ACM on Human-Computer Interaction, 4(CSCW3), 1–27. https://doi.org/10.1145/3432929
Chow, K., Coyiuto, C., Nguyen, C., & Yoon, D. (2019). Challenges and design considerations for multimodal asynchronous collaboration in VR. Proceedings of the ACM on Human-Computer Interaction, 3(CSCW), 1–24. https://doi.org/10.1145/3359142
Cooper, H. (2003). Psychological Bulletin: Editorial. Psychological Bulletin, 129(1), 3–9. https://doi.org/10.1037/0033-2909.129.1.3
Correani, A., De Massis, A., Frattini, F., Petruzzelli, A., & Natalicchio, A. (2020). Implementing a digital strategy: Learning from the experience of three digital transformation projects. California Management Review, 62(4), 37-56.
da Silva, F. P., Mosquera, P., & Soares, M. E. (2022). Factors influencing knowledge sharing among IT geographically dispersed teams. Technological Forecasting and Social Change, 174, 121299.
Elyousfi, F., Anand, A., & Dalmasso, A. (2021). Impact of e-leadership and team dynamics on virtual team performance in a public organization. International Journal of Public Sector Management, 34(5), 508-528.
Farooq, R., & Bashir, M. (2023). Moderating role of collaborative technologies on the relationship between virtual knowledge sharing and team effectiveness: Lessons from COVID-19. Global Knowledge, Memory, and Communication. https://doi.org/10.1108/GKMC-03-2023-0110
Garro-Abarca, V., Palos-Sanchez, P., & Aguayo-Camacho, M. (2021). Virtual teams in times of pandemic: Factors that influence performance. Frontiers in Psychology, 12, 624637. https://doi.org/10.3389/fpsyg.2021.624637
Handke, L., Klonek, F. E., Parker, S. K., & Kauffeld, S. (2020). Interactive effects of team virtuality and work design on team functioning. Small Group Research, 51(1), 3-47.
Karseras, G. (2021). Build better teams: Creating winning teams in the digital age. Mango Media Inc.
Leonardi, P. M., & Vaast, E. (2017). Social media and their affordances for organizing: A review and agenda for research. Academy of Management Annals, 11(1), 150-188.
Nartey, I. (2021). The case of Compassion International Ghana. UCC IR. International Journal of Economics, Commerce & Management.
Owens, D., & Khazanchi, D. (2018). Exploring the impact of technology capabilities on trust in virtual teams.
Paz, A. J. (2020). Online collaboration platforms: Communication implications for workplace virtual teams. Senior Honors Theses and Projects, 678.
Tang, C. M., & Bradshaw, A. (2020). Instant messaging or face-to-face? How the choice of communication medium affects team collaboration environments. E-learning and Digital Media, 17(2), 111–130.
Tønnessen, Ø., Dhir, A., & Flåten, B. T. (2021). Digital knowledge sharing and creative performance: Work from home during the COVID-19 pandemic. Technological Forecasting and Social Change, 170, 120866.
Zhang, Y., Zhao, R., & Yu, X. (2022). Enhancing virtual team performance via high-quality interpersonal relationships: Effects of authentic leadership. International Journal of Manpower, 43(4), 982–1000.