Abstract

Global virtual teamwork has emerged as a cornerstone of collaborative teamwork in today’s work landscape, characterized by cross-border collaboration using digital technologies. Although research has started to investigate the mechanisms underlying effective teamwork through information and communication technologies (ICTs), an often-neglected dimension is the pivotal social context within which this collaboration unfolds. To address this research gap, this study adopts a social capital lens on teamwork in proposing social capital as a multidimensional mediator between the usage of ICTs and team effectiveness. The research model was tested using questionnaire data from 271 technologically sensitive and aware companies in the DACH region (Germany, Austria, Switzerland). The findings reveal that using multiple ICTs alone does not suffice for effective global virtual teamwork. Therefore, this study highlights the significance of social capital for the effectiveness of global virtual teamwork, which holds significant implications for theory and practice.

Introduction

Advances in information and communication technologies (ICTs), coupled with the increasing prevalence of globalization, have driven organizations to rely on digital technologies for globally distributed collaboration—so-called global virtual teamwork ( Tavoletti & Taras, 2023 ). Due to several benefits, such as time and cost savings, talent pooling, and increased team diversity, global virtual teams were already well established in today’s workplace before the COVID-19 pandemic ( Jimenez, Boehe, Taras, & Caprar, 2017 ; Kozlowski & Ilgen, 2006 ; Tavoletti & Taras, 2023 ). However, global virtual teamwork also presents significant challenges that can threaten team effectiveness. Reliance on ICTs reduces media richness and delays feedback, including an increased risk of miscommunication and misunderstanding ( Bilotta et al., 2021 ; Klitmøller & Lauring, 2013 ; Mangla, 2021 ).

Based on the premise that a single medium cannot support the two fundamental communication processes of conveyance (i.e., sharing new information) and convergence (i.e., reaching a common understanding), we introduce the concept of ICT usage, which refers to the frequent and strategic use of multiple ICTs ( Dennis, Fuller, & Valacich, 2008 ; Niinimäki, Piri, Lassenius, & Paasivaara, 2012 ). We propose that high levels of ICT usage will increase team effectiveness, which consists of performance, longevity, and satisfaction ( Dennis et al., 2008 ; Hackman, 1987 ).

Conclusion

The confluence of digitalization and globalization has had an enduring influence on utilizing virtual and global collaboration in the workplace. Due to their embeddedness in a social context, teams are a focal point of multiple levels, linking the individual team members and the organizational system holistically ( Kozlowski & Bell, 2013 ). This requires a profound comprehension of the social context, which can enhance the uptake of ICTs and the effectiveness of global virtual teamwork. To fill this research gap, we conceptualized social capital as a multidimensional mediator, encompassing structural, cognitive, and relational social capital ( Nahapiet & Ghoshal, 1998 ), between the adoption of ICTs and team effectiveness composed of performance, satisfaction, and longevity.

In summary, this study provides a solid foundation for integrating social capital in global virtual teamwork. The results of our study indicate that frequent use of multiple ICTs does not influence the effectiveness of global virtual teams. Instead, a significant positive relationship was found between ICT use and social capital. Regarding the individual dimensions of social capital, this relationship was only found for structural social capital. Similar results were obtained for the mediator hypotheses, with both total and structural social capital acting as strengthening mediators between ICT usage and team effectiveness. Conversely, cognitive and relational social capital did not show significant mediating effects. The present research context makes developing cognitive and relational social capital difficult, although their importance cannot be denied, as both social capital and its individual dimensions show a positive relationship with team effectiveness. Possible ways to build cognitive and relational social capital include allocating sufficient time for team interactions and creating shared physical spaces, such as face-to-face meetings, to balance them. Overall, our study provides insights into the extent to which the integration of social capital enhances team effectiveness in today’s digitized and globalized world.