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In this article we propose to go beyond the dichotomy of virtual vs collocated teams to look instead at virtuality in teams. In so doing, we argue that technology-mediated interactions do not substitute but rather complement face-to-face interactions.We adopt a definition of virtuality in teams based on discontinuities and pursue an understanding of their dynamics in an in-depth case study of an inter-organizational virtual centre of excellence.The findings present evidence suggesting the formation of 'virtual continuities' that mitigate the effects that create discontinuities. This, we argue, enriches our understanding of the complex dynamics of virtuality. The theoretical implications are discussed.

Work group literature has recently focused on team process improvement, which refers to a learning process within the team, including the review of recent work methods and objectives and the development of alternative working strategies. Until now, however, no systematic empirical effort has been undertaken to empirically explore the dimensionality of team process improvement, although a dual focus, namely, team reflection and team adaptation, is theoretically accepted. The authors thus examined a two-dimensional structure of team process improvement by distinguishing team reflection and team adaptation in two studies using an experimental and a field design. Confirmatory factor analyses results of both studies provide evidence for the hypothesized two-dimensional structure of team process improvement. Additionally, the field study of organizational teams show that team reflection and team adaptation predict team performance to some extent.

Special Weapons and Tactics, or SWAT, teams stand at the forefront of modern law enforcement, merging daring, life-or-death tactics with cutting-edge police technology. These elite units conduct paramilitary operations in the full view of the media, performing missions ranging from hostage rescue and apprehension of violent felons to drug raids and natural disaster relief. SWAT Teams traces the history of special police teams worldwide, examining their techniques, tools, successes, and failures. Key topics covered include:. Organization and structure. Training techniques. History of police spe

Based upon my experience as the only female working for a construction company, this essay examines the impact of gender roles upon professional and personal relationships. It opens with a narrative of my first‐ever attempt at playing paintball with my co‐workers; incorporates my reflections about the increasingly war‐like and misogynistic nature of the games as the day wore on; and concludes with an analysis of how gender determined how we played games—both on the field that day and in subsequent interactions when we returned to work.

An introduction to trust in military teams / Stanton -- section 1. Experimental studies into mood, personality, and training -- The impact of mood on interpersonal trust / Stokes, et al. -- Predictors and outcomes of trust in teams / Lyons, Stokes, and Schneider -- Exploring the impact of cross-training on team process / Lyons, et al. -- section 2. Multinational challenges for trust -- Trust in swift starting action teams / Wildman, et al. -- Trust in distributed operations / Cianciolo, et al. -- Trust in international military missions / Gill, et al. -- Cultural influences on trust / Hughes, et al. -- section 3. Trust in technology -- A reliance model for automated combat identification systems / Hollands and Neyedi -- User trust in new battle management technology / Salmon, et al. -- Active trust management / Fitzhugh, Hoffman, and Miller -- Teamwork and trust : a socio-technical perspective / Masys

This paper examines trust in global military teams. The relationship between perceived levels of trust and efficiency in working in virtual military teams is investigated. The issue of trust is considered in a number of situations. Questionnaires were used to gather factual data about respondents, how often they worked within a global design team, and their preferred method of communication, how their global military teams compared to military team-working carried out with co-located members; and their opinion of how the operation of global teams could be improved, particularly related to trust. In addition, there was a focus group meeting consisting of team leaders, to explore the concerns and issues highlighted through the questionnaire.