The Impact of Team Empowerment on Virtual Team Performance: The Moderating Role of Face-to-Face Interaction | Zendy

Bradley L. Kirkman | Zendy; Benson Rosen | Zendy; Paul E. Tesluk | Zendy; Cristina B. Gibson | Zendy

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The Impact of Team Empowerment on Virtual Team Performance: The Moderating Role of Face-to-Face Interaction

Author(s) -

Bradley L. Kirkman,

Benson Rosen,

Paul E. Tesluk,

Cristina B. Gibson

Publication year - 2004

Publication title -

academy of management journal

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 11.193

H-Index - 318

eISSN - 1948-0989

pISSN - 0001-4273

DOI - 10.5465/20159571

Subject(s) - psychology , empowerment , team effectiveness , knowledge management , face (sociological concept) , face to face , employee empowerment , organizational behavior , business , applied psychology , social psychology , public relations , marketing , computer science , sociology , political science , social science , philosophy , epistemology , law

We investigated the relationship between team empowerment and virtual team performance and the moderating role of the extent of face-to-face interaction using 35 sales and service virtual teams in a high-technology organization. Team empowerment was positively related to two independent assessments of virtual team performance— process improvement and customer satisfaction. Further, the number of face-to-face meetings moderated the relationship between team empowerment and process improvement: team empowerment was a stronger predictor for teams that met face-toface less, rather than more, frequently.

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