Vis enkel innførsel

dc.contributor.authorWong, Sut I
dc.contributor.authorBerntzen, Marthe
dc.contributor.authorWarner-Søderholm, Gillian
dc.contributor.authorGiessner, Steffen Robert
dc.date.accessioned2022-08-05T08:28:51Z
dc.date.available2022-08-05T08:28:51Z
dc.date.created2022-05-30T07:35:54Z
dc.date.issued2022
dc.identifier.citationHuman Resource Management Journal. Online First 28 May 2022en_US
dc.identifier.issn0954-5395
dc.identifier.urihttps://hdl.handle.net/11250/3010269
dc.description.abstractPrevious research on distributed teams indicates that physical distance between team members is problematic for team functioning. We advance this research by investigating the role of team members' psychological experiences of isolation using both a longitudinal diary study and a time-lag field study, applying a Job Demand–Resource (JD-R) theory lens (Bakker & Demerouti, 2017). With the diary study, we capture daily fluctuations of perceived isolation and its antecedents and consequences. Results show that (a) where distributed team members work, and (b) how much they communicate, contribute to the degree to which distributed team members may feel isolated. The combined results of the diary study and the time-lagged field study show that 1) perceived isolation, and 2) perceived isolation combined with high role ambiguity, contribute to experiences of helplessness. Subsequently, feelings of helplessness hamper the level of perceived team implicit coordination. Theoretical and practical implications for managing distributed teams are discussed.en_US
dc.language.isoengen_US
dc.publisherWileyen_US
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/deed.no*
dc.titleThe negative impact of individual perceived isolation in distributed teams and its possible remediesen_US
dc.title.alternativeThe negative impact of individual perceived isolation in distributed teams and its possible remediesen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.description.versionpublishedVersionen_US
dc.rights.holderThe Authorsen_US
dc.source.pagenumber22en_US
dc.source.journalHuman Resource Management Journalen_US
dc.identifier.doi10.1111/1748-8583.12447
dc.identifier.cristin2027981
dc.relation.projectNorges forskningsråd: 275347en_US
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode2


Tilhørende fil(er)

Thumbnail

Denne innførselen finnes i følgende samling(er)

Vis enkel innførsel

Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal
Med mindre annet er angitt, så er denne innførselen lisensiert som Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal