Knowledge sharing in virtual teams; Challenges, cultural barriers and ...

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Challenges, cultural barriers and the importance of trust ... integration of trust in the team's values. .... teams is very fragile and temporal; however group.
  Knowledge  sharing  in  virtual  teams;     Challenges,  cultural  barriers  and  the  importance  of  trust     Georgios  Pardalis  

Maria  Xygkogianni  

Chalmers  University  of  Technology     International  Project  Management   [email protected]  

Chalmers  University  of  Technology     International  Project  Management   [email protected]      

 

Abstract     The  aim  of  this  paper  is  to  examine  how  the  gained  knowledge  can  be  shared  through  virtual  teams.  The   authors  focus  on  analyzing  the  challenges,  cultural  barriers  and  the  importance  of  trust  as  a  main  principle,   providing   a   literature   review,   whereas   an   interpretive   research   methodology   has   been   adopted.   Authors   rely   on   in-­‐depth   study   of   the   literature,   having   a   critical   view.   Discussion   shows   how   virtual   teams   could   overcome  all  the  different  barriers,  be  more  effective  and  therefore  implement  knowledge  sharing.  Finally,   conclusions  indicate  that  when  operating,  virtual  teams  are  much  more  complicated,  not  only  because  of   cultural   differences,   but   also   because   of   the   communication   limitations   which   make   the   knowledge   sharing   more  difficult  to  occur.  It  also  suggests  topics  for  future  studies.     Keywords:  knowledge  sharing,  virtual  teams,  cultural  differences,  trust      

INTRODUCTION   In   a   globalized   society   where   the   competition   is   growing,   organizations,   which,   operate   internationally,   are   usually   in   need   to   transcend   time,   place   and   space.   Hence,   organizations   choose   virtual   teams   as   an   important   structural   component   to   enable   such   possibilities.   The   high   level  of  IT  services  assist  positively  to  that  direction   and   virtual   teams   become   particularly   imperative,   due   to   the   fact   that   several   tasks   should   be   accomplished   by   the   remote   collaboration   of   different  parties  (Xue  et.  al,  2012). Communication   is   of   vital   importance   regarding   the  performance  of  virtual  teams  and  this,  because   enables   knowledge   sharing   in   an   effective   way   among  the  members  of  the  team  (Xue  et.  al,  2012).     Many   factors   influence   the   effective   knowledge   sharing   though   as   it   is   a   complex   phenomenon.  

The  fact  that  the  team  members  are  not  physically   together,   alone,   complicates   the   knowledge   sharing,   as   the   communication   is   not   direct.   However,   in   many   cases   and   for   many   reasons,   people   feel   reluctant   to   share   knowledge   within   their   team.   In   addition,   sometimes,   individuals   show  a  tendency  to  aggregate  information  without   sharing.   An   explanation   to   that   could   be   the   fact   that   individuals   are   often   being   competitive   instead  of   cooperative   with   their   peers.   In  general,   knowledge   sharing   is   strongly   influenced   by   an   individual’s  personal  perceptions,  experiences,  and   the   characteristics   of   the   team   environment   (Xue   et.  al,  2012).   Therefore,   the   aim   of   this   paper   is   to   investigate   what   are   the   challenges   of   knowledge   sharing   within   virtual   teams   and   how   cultural   factors   and   values  determine  individuals’  knowledge  sharing  in   the  virtual  team  context.     1  

This   report   is   interesting   for   numerous   reasons.   Firstly,   it   attempts   to   expose   the   significance   of   virtual   team’s   existence.   Secondly,   it   describes   the   challenges   that   virtual   teams   face   in   terms   of   knowledge  sharing.  Thirdly,  it  provides  suggestions   of   more   efficient   knowledge   sharing   through   the   acceptance   of   cultural   differences   and   the   integration  of  trust  in  the  team’s  values.  

  METHOD   This  paper  is  initially  based  on  literature  review,  in   an   effort   to   investigate   the   fundamental   topic.   Trustworthiness,   content   relevance,   writers’   credibility,   publisher   and   publish   date   were   the   main  characteristics  taken  into  consideration  when   selecting   and   ranking   the   references   -­‐   scientific   journals,   literature,   websites   and   books-­‐   used   in   this   paper.   Describing   the   theoretical   framework,   the   authors   provide   the   reader   a   literature   review   of   the   topic.   In   the   analytical   part,   challenges   in   knowledge   sharing   due   to   cultural   differences   are   identified   and   the   role   of   values   such   as   trust   is   discussed.  The  discussion  is  highly  influenced  from   the  different  reflections  of  the  authors  on  the  topic,   due   to   various   personal   experiences,   values   and   backgrounds.      

THEORITICAL  FRAMEWORK   Teams  vs  Virtual  Teams   Team   can   be   defined   as   “A   social   system   of   three   or   more   people,   which   is   embedded   in   an   organization,  whose  members  perceive  themselves   as   such   and   are   perceived   as   members   by   others,   and   whose   members   collaborate   on   a   common   task”  (Hoegl  &  Gemuenden,  2001).   Typically  a  team  consists  of  two  to  twenty  people,   though  many  managers  suggest  that  effectiveness   will   decrease   once   the   numbers   go   above   ten.   Larger   teams   are   managed   in   the   same   way   as   large   projects   –   by   breaking   down   the   big   team   into   smaller,   more   manageable   groups   (Maylor,   2010).   However,   do   the   virtual   teams   have   the   same  characteristics  as  ‘normal’  teams?    

According   to   Godar   &   Ferris   (2004)   “A   virtual   team   is   defined   as   a   group   of   geographically   and   organizationally   dispersed   workers,   brought   together   across   time   and   space   through   information  and  communication  technologies”.       Therefore,   the   term   ‘virtual   team’   is   mostly   used   to   refer   to   geographically   dispersed   team   members   who  rely  on  technology  to  accomplish  tasks.  Virtual   team   members   may   also   be   dispersed   on   other   dimensions   such   as   culture   and   time,   which   poses   additional  challenges  to  effective  communication  in   virtual  teams  (Arora,  et.  al.,  2010)   There   are   various   reasons   that   lead   organizations   to   adopt   virtual   teams.   Some   of   these   are   presented  below  (Pangil  &  Chan,  2014):   -­‐ To  be  able  to  hire  the  best  employees  which  may   be  located  anywhere  in  the  world;   -­‐ To  increase  global  workday  to  24  versus  8  hours;     -­‐ To  provide  flexibility  to  support  the  globalization   of   trade   and   corporate   activity   in   order   to   be   more   competitive   and   responsive   to   the   marketplace.  

  Cultural  Differences    “In   my   own   experience,   multicultural   teams   do   a   better  job  when  performing  projects  and  providing   services   to   companies   (or   department)   around   the   world”.  -­‐  Ruben  Navarrette  Jr  (2007)     It  is  unavoidable  not  to  have  cultural  differences  in   virtual   teams,   where   the   members   are   spread   all   over  the  world.  However,  multicultural  teams  have   many   benefits   over   one-­‐culture   teams   e.g.   international   teams   can   combine   more   diverse   ideas   on   brainstorming   or   problem-­‐solving   sessions.   Though,   the   different   patterns   of   cross   cultural   business   behaviors   should   be   considered   even   in   virtual   teams   in   order   to   be   effective.   According   to   Gesteland   (2002)   some   of   these   patterns  are:     -­‐ Formal  and  informal  cultures   -­‐ Deal  focused  and  relationship  focused  cultures   -­‐ Fluid  time  and  rigid  time  cultures   -­‐ Reserved  and  expressive  cultures     Respect   between   different   cultures   is   very   important   and   so   is   also   understanding   between   2  

members   of   multi-­‐cultural   virtual   teams.   Lack   of   understanding   might   lead   to   dysfunctional   communication   and   conflicts   that   might   affect   the   outcome   of   the   project   and   eventually   the   knowledge   sharing.   People   have   different   political   and   religious   views   and   different   ethical   codes,   which  should  be  respected.  The  ability  to  diagnose   contexts  successfully  requires  a  natural  inclination   towards  conflicts  and  a  tendency  to  see  the  bigger   picture   even   when   dealing   within   a   multi-­‐cultural   working  environment.      

Sharing  knowledge     According   to   Dube´   et   al.   (2005,   p.   146)   “[.   .   .]   virtual   communities   of   practice,   while   not   excluding   face-­‐to-­‐face   meetings,   rely   primarily   on   new   information   and   communication   technologies   (ICT)   and   internet   capabilities,   to   allow   their   members   to   be   creative   and   exchange   what   can   sometimes   be   crucial   pieces   of   information,   in   a   virtual  environment”.   Trying  to  define  ‘knowledge  sharing’,  it  can  be  said   that  it  constitutes  the  whole  process  of  exchanging   knowledge   regarding   information,   skills   or   expertise   through   people,   communities   or   organizations.   The   purpose   of   sharing   knowledge   through  organizations  is  to  help  them  to  meet  their   business   objectives   (Bukowitz   &   Williams,   1999,   Serban  &  Luan,  2002).     Sharing  knowledge  is  critical  for  organizations  and   virtual   teams   make   the   attempt   even   more   complicated.   The   knowledge   possessed   by   individuals   can   hardly   be   converted   into   organizational   knowledge   before   it   is   shared   with   others  (Jo  &  Joo,  2011).   However,   sometimes   there   is   tendency   of   resistance   from   employees   when   it   comes   to   sharing   their   knowledge   with   the   rest   of   the   organization,   hence   the   sharing   of   knowledge   constitutes   a   major   challenge   in   the   field   of  knowledge  management.   The   identification   of   factors   that   facilitate   or   obstruct   knowledge   sharing   constitutes   the   main   subject   of   numerous   studies.   Such   studies   have   been   conducted   in   two   main   directions   (Jo   &   Joo,  

2011);  1.  The  suggestion  of  several  primary  critical   factors   to   facilitate   knowledge   sharing   connected   to   social   sciences   such   as,   individual   motivation,   beliefs,   attitudes   and   culture,   2.   The   attempt   to   create   a   conceptual   model,   combining   multiple   factors   in   order   to   clarify   the   relationships   among   these   factors   from   an   integrative   and   comprehensive  perspective.   Knowledge   sharing   is   too   complex   of   a   process   to   be   explained   by   one   single  factor   or   a   few   factors   (Jo   &   Joo,   2011).   As   in   almost   every   organization,   “the   intellectual   power   of   a   virtual   team   is   in   its   diffused   expertise   and   ability   to   blend   different   experiences  to  create  shared  knowledge”  (Pinjani  &   Palvia,   2013,   p.   145).   Knowledge   is   subject   of   utilization  among  people  working  in  a  virtual  team,   however  this  does  not  prevent  them  from  develop   their   own   as   well.   However,   the   benefits   for   the   virtual   team   are   even   more   when   the   knowledge   sharing   is   effective.   There   are   many   ways   of   effective   knowledge   sharing   such   as   joint   training   and  by  experience  gained  through  problem  solving   among  members  (Pinjani  &  Palvia,  2013).    

ALALYSIS   Challenges   in   knowledge   sharing   due   to   cultural  differences  and  experiences   The   most   common   challenges   that   virtual   teams   deal   with   include   time   difficulties   due   to   different   time   zones,   feedback   delays,   and   lack   of   communication   and   responses,   misunderstandings,   and   several   cultural   and   language  barriers  (Alsharo,  2013).   The   collaboration   of   all   the   people   working   in   virtual   teams   is   based   on   individuals   who   are   geographically  dispersed.  These  people  may  live  in   different   countries,   with   different   time   zones,   speak   different   languages   and   have   different   habits.   Although   virtual   teams   are   perceived   as   more   flexible   than   the   traditional   ones,   research   shows   that   the   communication   management   of   these  teams  is  harder.  This  happens  mainly  due  to   lean  media  such  as  e-­‐mails,  which  can  easily  cause   misunderstanding   and   misinterpretations   (Klitmøller   &   Lauring,   2013).   As   nonverbal   3  

communication   constitutes   a   major   element   in   peoples’  interaction  and  effective  communication,   the  fact  that  is  missing,  is  the  reason  of  provoking   such   problems.   This   is   the   reason   that   some   researchers   argue   that   “richer”   means   of   communication,   such   as   videoconferences   are   more   useful   when   sharing   knowledge   (Klitmøller   &   Lauring,  2013).   Another   aspect   is   that   of   cultural   and   language   differences,   which   is   considered   to   be   one   of   the   most   important   issues   regarding   sharing   knowledge.  Especially  during  telephone  calls,  many   problems   are   arisen   due   to   different   languages.   And   even   nonverbal   cues   seem   to   make   the   situation   more   confusing   than   to   clarify   it   (Klitmøller  &  Lauring,  2013).     Problematic   knowledge   sharing   could   also   occur   when   shared   knowledge   is   not   complete,   because   members’  interaction  often  decreases.  When  there   is  not  enough  interaction  among  the  members  of  a   virtual   team   for   several   reasons,   this   leads   to   less   possibilities   of   knowledge   sharing   and   eventually   less  integration  of  knowledge  by  the  organizations   (Pinjani  &  Palvia,  2013).     In   terms   of   experiences,   past   experiences   are   responsible   for   human   behavior.   Hence,   people   tend   to   repeat   rewarded   behaviors   and   avoid   the   non-­‐rewarded  ones  (Xue  et.  al,  2012).  This  explains   why  some  employees  tend  to  resist,  when  it  comes   to   sharing   their   knowledge   with   their   peers   (Jo   &   Joo,  2011).  In  the  context  of  knowledge  sharing,  if   a   person   has   received   positive   reactions   when   sharing  knowledge  with  others,  then  it  is  very  likely   to   be   engaged   in   the   same   process   again.   In   that   way,   organizations   can   predict   the   individuals’   positive   or   negative   attitudes   towards   knowledge   sharing  (Xue  et.  al,  2012).    

  Adopting  principles:  Trust     Trust   is   a   debated   subject,   which   can   be   hard   to   define  since  the  context  and  meaning  of  trust  may   differ.   According   to   Rousseau   et   al.   (1998)   and   Nooteboom  (2002),  there  are  three  different  forms   or  bases  of  trust;  Institutional  trust  where  the  trust  

is   more   or   less   taken   for   granted   and   based   upon   e.g.   culture,   education   level   and   reputation.   This   trust  is  considered  to  be  weak  trust  since  it  is  not   depending   upon   any   established   relationship   between   the   parties.   The   second   form   of   trust   is   Rational/calculus-­‐based  trust  also  considered  to  be   a   weak   trust,   but   with   the   aspect   of   likelihood   that   the   other   party   will   fulfill   its   duties   based   upon   self-­‐interest  of  the  other  party.  Here,  penalties  and   rewards   should   be   taken   into   consideration.   Hence,   this   is   on   the   verge   to   the   aspect   of   motivation.   The   third   form   of   trust   is   relational   trust,  which  is  based  upon  personal  interaction  and   mutual  tacit  understanding.    

Figure1:  Bases  of  trust  (Nooteboom,  2002)  

 

 

In  terms  of  virtual  teams,  trust  is  a  vital  component   for   team’s   effectiveness,   as   it   primary   shows   the   degree   of   confidence   among   the   team   members.   There   is   an   increased   risk   for   potential   misunderstandings  and  mistrusts  within  the  virtual   teams   as   the   form   of   trust   developed   by   virtual   teams  is  very  fragile  and  temporal;  however  group   members  can  increase  the  degree  of  trust  through   social   –   informal   communication,   which   complements  task  communication.     Effective   communication   among   members   of   the   team   influences,   in   a   positive   way,   the   team   performance  and  trust.  And  consequently  this  has   a   positive   impact   towards   knowledge   sharing.   (Palvia  &  Pinjani,  2013).   However,   a   virtual   team   may   have   members   that   are   both   high   and   low   trust   based.   Lewis   (2006)   summarized  the  findings  from  his  work  in  order  to   provide   some   guidance   in   the   subject.   Below,   figure   2   shows   the   different   aspects   as   bases   of   trust  for  different  groups  of  cultures.  

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DISCUSSION  

Figure   2:   Cultures   according   to   their   bases   of   trust   (Lewis,  2006)    

Trust  is  also  an  essential  component  for  knowledge   sharing   to   occur   among   teams   and   this   will   eventually   increase   its   performance.   However,   virtual   teams   face   more   difficulties   in   effective   knowledge  sharing  comparing  to  traditional  teams.   At   the   early   stages   of   virtual   teams’   formation,   more  time  is  needed  -­‐comparing  to  the  traditional   teams-­‐   before   the   members   are   able   to   fully   recognize,   trust,   and   coordinate   their   specialized   knowledge  and  therefore  effectively  perform  their   tasks.  Eventually,  it  takes  even  more  time  in  order   to   feel   ready   to   share   that   knowledge   (Pangil   &   Chan,  2014).   There   are   five   distinct   stages   in   a   virtual   team   life   cycle   which   is   particularly   short   (Pangil   &   Chan,   2014):  establishing  the  team,  inception,  organizing,   transition,   and   accomplishing   the   task.   It   is   a   challenge   for   managers   and   team   leaders   to   encourage  the  development  of  trust  initially  and  to   develop  trust  throughout  these  different  stages  of   the  virtual  team  life  cycle  (Pangil  &  Chan,  2014).        

  Multicultural   virtual   teams   are   a   source   of   learning   and   innovation.   Opinions   and   ideas   can   be   discussed  under  the  prism  of  different  approaches   to   the   same   solution   that   can   be   argued   between   the  team  members.  However,  multicultural  virtual   teams   have   to   face   many   challenges   in   terms   of   knowledge   sharing   that   can   be   overcome   through   effective   leadership.   Cultural   differences   can   be   exaggerated   within   virtual   teams   as   this   kind   of   teams   can   take   up   to   more   time   to   become   as   effective   as   teams   whose   members   are   of   the   same   culture   and   this   is   something   that   organizations   should   seriously   consider   when   forming  them.   Understanding   and   respect   between   members   of   multicultural   virtual   teams   is   of   great   importance.   Lack   of   understanding   is   possible   to   lead   to   dysfunctional   communication   and   conflicts   that   will  affect  the  successful  outcome  of  the  project.  In   order   to   reduce   the   possibilities   of   such   thing   to   happen,  team  members  is  wise  to  attend  a  training   program   that   will   bring   them   together   and   it   will   develop   effective   communication   and   understanding   between   them.   This   will   also   boost   their   trust   feeling   and   therefore   the   knowledge   sharing  will  occur  easier.   In   addition,   communication   practices   are   recommended   to   be   adopted   form   organizations,   in   order   to   motivate   the   members   of   the   virtual   teams   to   socialize   and   therefore   share   knowledge   intentionally   or   unconsciously.   Such   practices   could   include   agreements   on   response   times   and   establishing   rules   for   the   choice   of   means   of   communication,   as   well   as   initial   agreements   on   the   frequency   of   communications.   The   encouraging   of   sociability   using   more   “spontaneous”   and   interactive   means   of   communication   can   also   accelerate   the   development  of  trust.   The   users   of   e-­‐communication   need   more   time   to   exchange   the   same   number   of   messages   than   communicating   face   to   face,   since   the   non-­‐verbal   messages   constitute   a   great   extent   of   5  

interpersonal   communication.   This   does   not   facilitate  the  knowledge  sharing  either.     Confidence   can   also   be   fragile   in   virtual   teams   because   of   the   lack   of   physical   presence,   when   individuals   are   not   able   to   observe   and   directly   interact  with  each  other.  The  lack  of  social  contact   and  the  "virtual  silence"  caused  by  people  who  do   not   respond   to   e-­‐mails   and   voice   messages   can   disrupt   the   workflow   and   move   even   suspicions   that  the  team  member  avoids  working.  

  CONCLUSIONS     Working   in   virtual   teams   presents,   by   itself,   high   complexity,   as   it   involves   many   challenges.   Knowledge   sharing   is   a   process   that   in   particular   needs   even   more   special   handling   from   managers   and   leaders,   in   order   to   be   effective.   Communication   difficulties,   language   and   cultural   barriers,  unwillingness  of  virtual-­‐team  members  to   share   knowledge   are   only   some   of   the   challenges   that   organizations   face   in   terms   of   knowledge   sharing.   Trust   is   another   component   that   composes  the  challenges  of  virtual  teams’  effective   collaboration  and  sharing  of  knowledge.   Trying   to   overcome   these   barriers,   organizations   should   adopt   mechanisms   in   order   to   communicate   the   knowledge   benefits   to   its   employees.   Organizations   should   support   individuals   working   in   distributed   teams   by   defining   clear   roles,   tasks   and   responsibilities   and   clarifying  the  way  that  the  individuals  are  going  to   communicate   and   collaborate.   These   actions   would  eventually  facilitate  the  knowledge  sharing.   Considering   future   studies,   should   examine   whether   the   language   barrier   is   very   important   regarding   knowledge   sharing.   Skype   recently   announced   that   their   employees   after   years   of   work,   are   finally   in   the   position   to   cross   language   boundary   making   real-­‐time   speech   to   speech   translation.   In   what   way   will   this   innovation   facilitate  virtual  teams’  knowledge  sharing?          

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