Surviving the paradoxes of virtual teamwork

Abstract

Despite the potential benefits of virtual teams, current literature suggests that virtual teamwork is rife with complex challenges. We frame some of these challenges as paradoxes inherent in the concept of virtual teamwork. Based on interviews with 42 leaders and members of virtual teams, we identify five paradoxes: (1) virtual teams require physical presence; (2) flexibility of virtual teamwork is aided by structure; (3) interdependent work in virtual teams is accomplished by members' independent contributions; (4) task-oriented virtual teamwork succeeds through social interactions; and (5) mistrust is instrumental to establishing trust among virtual team members. In addition, we identify strategies that respondents used to cope with, or 'survive' the paradoxes of virtual teamwork. © 2008 Blackwell Publishing Ltd.