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The study of social capital has emerged as a key construct in work and organizational contexts. Trust is its relational dimension and it is relevant for teams working in virtual environments. The purpose of our study is to determine whether the relationship between virtuality level (based on the characteristics of the technology used by each group) and three team-effectiveness criteria (group performance, group process satisfaction and group cohesion) is moderated by group trust climate or relational capital (i.e. trust perceptions shared by team members). A laboratory experiment was carried out with groups randomly assigned to two virtuality levels (videoconference and computer-mediated communication) and a control condition (face-to-face communication). Sixty-six 4-member teams made up the sample. Results indicated that group trust climate moderates the relationship between the virtuality level and group process satisfaction and group cohesion when the virtuality level is high. These results provide further evidence that relational capital plays an important role in virtual teams' effectiveness.

The aim of this study is to test the differences in quality and frequency of conflict management behavior as a function of the interaction between task and communication medium, and practice time in continuing groups that work over two different media: computer mediated communication (CMC) and face to face communication (FTF). Conflict management behavior is studied through observed behavior and categorized by experts. Two conflict management behavior categories are differentiated: positive and negative conflict management behavior. A laboratory experiment was carried out comparing 12 groups of 4 members each, working over two communication media (6 groups FTF and 6 groups over CMC). Groups performed three types of tasks (idea-generation tasks, intellective tasks, and mixed-motive tasks) during weekly sessions over a 2-month period. Results obtained for the idea-generation task show that negative conflict management is significantly higher in CMC than in FTF. For the groups working on intellective tasks, positive conflict management is significantly higher in FTF than in CMC. Conversely, negative conflict management is significantly higher in CMC than in FTF. No significant differences appear in positive or in negative conflict management on the mixed-motive task. The effect of time on conflict management behaviors in both communication media, and for intellective tasks, does not follow the hypothesized direction. In fact, in CMC, positive conflict management decreases over time, and there are no significant differences in FTF. Implications of these results for future research and practice are discussed.

PurposeThe purpose of this paper is to examine which communication contexts – virtual or traditional interactions – is more disruptive or beneficial to the effects of intragroup conflicts on team performance.Design/methodology/approachA laboratory experiment was conducted comparing 22 face‐to‐face (FTF) teams, 22 videoconference (VC) teams and 22 computer‐mediated communication (CMC) teams over a month.FindingsResults showed that VC teams are the highest performing teams and CMC teams the lowest. However, when task conflict increases VC team performance diminishes at the first stage of the teamwork. FTF team performance is also improved by task conflict, but also by process conflict. After a period where team members develop teamwork experience, relationship conflict and process conflict damage more seriously team performance in CMC teams than in FTF teams. In conclusion, traditional teams and virtual teams behave in different ways, but also there are differences between VC and CMC teams.Research limitations/implicationsThis study concludes with a discussion of the obtained results in terms of their implications for traditional and virtual team managers, taking into account the limitations provided by the student sample used.Originality/valueThe paper sheds light on the beneficial impact of task conflict and process conflict on team performance in traditional contexts in several stages of teamwork, and it provides new evidence for hopeful expectations for virtual teams.

The aim of this research is to examine the role of information and communication technologies in the relationship between group effectiveness and group potency changes. A laboratory experiment compared 44 groups of four members, working in two communication media—face-to-face condition and computer-mediated communication (CMC). Groups developed a project during 4 weekly meetings during a 1-month period. No significant difference in group potency between communication media was found initially. However, different patterns of group potency development over time were identified. Group potency increased in the face-to-face condition, whereas it remained stable in the CMC condition. Results showed that group effectiveness has a positive effect on group potency. CMC groups that were higher in effectiveness presented higher levels of group potency than those lower in effectiveness, whereas group potency perceived by face-to-face groups remained stable over different levels of group effectiveness.