Attitudes Towards Face-To-Face Meetings in Virtual Engineering Teams: Perceptions from a Survey of Defence Projects

Modes of communication used in virtual defence projects have changed dramatically over the years with tools such as e-mail and video-conferencing dominating face-to-face (FTF) meetings. We conducted a survey at a defence firm with an aim to test current attitudes towards FTF meetings - with respect to significant problems faced, project success, transfer of technical requirements, preference for FTF vis-a-vis virtual meetings, differences between virtual and co-located environments, criticality of various forms of communication, and whether FTF meetings were scheduled as often as desired. Our survey participants, about one hundred in number, were experienced engineers, technicians, and program managers - working in a virtual product development team at a defence firm. The results suggest that despite significant advances in virtual communication technologies, FTF meetings remain critical and cannot be eliminated from defence firms. Further, it is also clear that FTF meetings can play a significant role in reducing chances of miscommunication.

[1]  Ulla K. Bunz,et al.  The rules of virtual groups: Trust, liking, and performance in computer-mediated communication , 2005 .

[2]  Kirsimarja Blomqvist,et al.  Managing distance in a global virtual team: the evolution of trust through technology‐mediated relational communication , 2005 .

[3]  Nicholas Chileshe,et al.  Global virtual engineering teams (GVETs): A fertile ground for research in Australian construction p , 2013 .

[4]  Norah E. Dunbar,et al.  Testing the Interactivity Principle: Effects of Mediation, Propinquity, and Verbal and Nonverbal Modalities in Interpersonal Interaction , 2002 .

[5]  Hayward P. Andres A comparison of face‐to‐face and virtual software development teams , 2002 .

[6]  Anne P. Massey,et al.  Can You Hear Me Now? Communication in Virtual Product Development Teams* , 2009 .

[7]  Geeta C. D'Souza,et al.  Team member selection decisions for virtual versus face-to-face teams , 2010, Comput. Hum. Behav..

[8]  C. Gibson,et al.  Virtual teams that work : creating conditions for virtual team effectiveness , 2003 .

[9]  Guido Hertel,et al.  Managing virtual teams: A review of current empirical research , 2005 .

[10]  Tugrul U. Daim,et al.  Exploring the communication breakdown in global virtual teams , 2012, IEEE Engineering Management Review.

[11]  Liz Lee-Kelley,et al.  Global virtual teams for value creation and project success: A case study , 2008 .

[12]  Ilze Zigurs,et al.  Trust in virtual teams: solved or still a mystery? , 2009, DATB.

[13]  D. S. Kezsbom,et al.  The New Dynamic Project Management: Winning Through the Competitive Advantage , 2001 .

[14]  C. Marlene Fiol,et al.  Identification in Face-to-Face, Hybrid, and Pure Virtual Teams: Untangling the Contradictions , 2005, Organ. Sci..

[15]  Ojelanki K. Ngwenyama,et al.  Virtual team collaboration: building shared meaning, resolving breakdowns and creating translucence , 2009, Inf. Syst. J..

[16]  Kimberly A. Furumo,et al.  Virtual vs. face-to-face teams: deadbeats, deserters, and other considerations , 2006, SIGMIS CPR '06.

[17]  Tom DeMarco,et al.  Waltzing with Bears: Managing Risk on Software Projects , 2003 .

[18]  Laura A. Hambley,et al.  Bringing Group-Level Personality to the Electronic Realm: A Comparison of Face-to-Face and Virtual Contexts , 2009 .

[19]  David J. Pauleen,et al.  Facilitating virtual team relationships via Internet and conventional communication channels , 2001, Internet Res..

[20]  B. Aubert,et al.  Further Understanding of Trust and Performance in Virtual Teams , 2003 .

[21]  Rolf Olsson,et al.  In search of opportunity management: Is the risk management process enough? , 2007 .

[22]  Penelope Sue Greenberg,et al.  Creating and Sustaining Trust in Virtual Teams , 2007 .

[23]  Jean Carletta,et al.  Virtual team meetings: An analysis of communication and context , 2007, Comput. Hum. Behav..

[24]  Ofer Zwikael,et al.  Prediction of project outcome The Application of statistical methods to earned value management and earned schedule performance indexes , 2009 .

[25]  Radostina K. Purvanova,et al.  Transformational leadership in context: Face-to-face and virtual teams , 2009 .