Innovation projects conducted by distributed teams: the impact of key team characteristics on collaboration

Abstract

INNOVATION PROJECTS CONDUCTED BY DISTRIBUTED TEAMS: THE IMPACT OF KEY TEAM CHARACTERISTICS ON COLLABORATION Mario BOURGAULT Département de mathématiques et de génie industriel École Polytechnique de Montréal, Canada mario.bourgault@polymtl.ca Jaouad DAOUDI Département des sciences administratives Université du Québec en Outaouais, Canada jaouad.daoudi@uqo.ca This article presents an empirical study on the conduct of innovation pro- jects by distributed teams in a high-tech environment. More specifically, we attempt to understand the impact of key team characteristics on the collabo- rative dynamics within these groups, variously called “dispersed”, “distrib- uted”, or “virtual” teams. These teams are usually temporary working groups whose primary characteristic is that they do not have a main or predominant physical site where they perform their tasks. Unable to meet face-to-face on a regular basis, the teams must offset this “relational deficit” with an assembly of mechanisms, processes, and tools, particularly information technology, in order to fulfil their mandate. These practices have become ubiquitous, both in multinational firms as well as networks of independent firms.