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Perceived discontinuities and constructed continuities in virtual work
Author(s) -
WatsonManheim Mary Beth,
Chudoba Katherine M.,
Crowston Kevin
Publication year - 2012
Publication title -
information systems journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.635
H-Index - 89
eISSN - 1365-2575
pISSN - 1350-1917
DOI - 10.1111/j.1365-2575.2011.00371.x
Subject(s) - virtual work , virtual team , perspective (graphical) , classification of discontinuities , work (physics) , phenomenon , face (sociological concept) , boundary (topology) , perception , virtual machine , point (geometry) , knowledge management , discontinuity (linguistics) , computer science , human–computer interaction , psychology , sociology , epistemology , engineering , artificial intelligence , mathematics , mechanical engineering , mathematical analysis , social science , philosophy , geometry , structural engineering , finite element method , neuroscience , operating system
Boundaries such as time, distance, organisation and culture have been a useful conceptual tool for researchers to unpack changes in the virtual work environment, moving from a dichotomous perspective that contrasts face‐to‐face and virtual work to a more nuanced hybrid perspective. However, researchers may tacitly assume that all members of a virtual team and virtual teams collectively will respond to a boundary in a similar way. We posit instead that boundaries are a dynamic phenomenon and may have different consequences under different circumstances. We offer organisational discontinuity theory as a tool for more focused investigation of the virtual work environment. Discontinuities and continuities describe the setting in which individuals in a virtual team operate, both actual work practices and the perceptions of the individuals in the virtual work environment. The terms offer a starting point to identify and understand what may otherwise seem to be paradoxical differences in how virtual team members respond to boundaries.