The Perception of Virtual, Inter-Team Collaboration Within a Large, Multi-Team Project

Table of Contents

1 Introduction

1.1 Background of Study

1.2 Research Purpose and Research Question

1.3 Thesis Outline

2 Literature Review

2.1 Collaboration in Organizations

2.2 On Virtual Teamwork

2.3 On Virtual Inter-Team Collaboration

2.3.1 Shared Meaning

2.3.2 Trust

2.3.3 Boundary Objects and Team Boundary Spanning

2.4 Summary of Literature and Research Gap

3 Methodology

3.1 Research Context

3.2 Research Philosophy

3.3 Data Collection

3.3.1 Semi-Structured Interviews

3.3.2 Observations

3.4 Limitations and Creation of Quality

3.5 Data Analysis

4 Presentation of Empirical Data

4.1 Collaboration as Everything (and Nothing)

4.1.1 Glorification of Collaboration

4.1.2 Importance of Big Picture

4.1.3 Communication as Key

4.2 Inter-Team Collaboration Experienced as Burden

4.2.1 Inter-Team Collaboration as a Challenge

4.2.2 Inter-Team Collaboration Increases Work Pressure

4.2.3 Inter-Team Collaboration Through Representatives

4.3 Inter-Team Collaboration as ‘Us versus Them’

4.3.1 Importance of Trust

4.3.2 Different Priorities

4.4 Summary of Findings

5 Discussion

5.1 Collaboration as an Empty Word

5.1.1 Discourse Detached from Practice

5.1.2 Working Together Is Not Necessarily Collaboration

5.2 Inter-Team Collaboration as Competition

5.2.1 Collaboration Infrastructure as an Enabler of Inter-Team Competition

5.2.2 Boundary Objects as Enablers for Coopetition

5.3 Creation of Subgroups in Inter-team Collaboration

5.3.1 Competing In- and Out-Groups

5.3.2 'Collaboration Spanners' Across Subgroups

6 Conclusion and Outlook

6.1 Brief Study Recap

6.2 Main Findings

6.3 Theorizing Virtual Inter-Team Collaboration

6.4 Practical Contributions

Research Objectives and Themes

The primary goal of this research is to gain a nuanced understanding of how inter-team collaboration is experienced by individual members within a large, virtualized, multi-team project, specifically within the context of a financial services organization. The study investigates how various factors, such as virtual environments and internal organizational dynamics, influence these experiences.

• The ambiguity of the term "collaboration" and its decoupling from actual work practices.
• The perception of inter-team collaboration as an increased work burden rather than an enabler.
• The emergence of "us versus them" dynamics and competitive structures among interdependent teams.
• The role of specific individuals as "collaboration spanners" in bridging team boundaries.

Excerpt from the Book

Summary of Chapters

1 Introduction: Introduces the background of organizational collaboration and sets the research purpose regarding virtual, inter-team experiences.

2 Literature Review: Examines theoretical foundations of collaboration, virtual teamwork, and the concepts of trust and boundary spanning.

3 Methodology: Details the qualitative case study approach, the research context at Beneal Bank, and the data collection methods used.

4 Presentation of Empirical Data: Presents findings related to the glorification of collaboration, the burden of inter-team work, and internal competitive dynamics.

5 Discussion: Analyzes how collaboration functions as an empty word, fosters competitive behavior, and leads to the formation of specific subgroups.

6 Conclusion and Outlook: Recaps the study findings and provides theoretical and practical contributions regarding inter-team management.

Keywords

Inter-team collaboration, virtual teamwork, competition, coopetition, boundary spanning, multi-team project, perception, in-groups, out-groups, shared meaning, trust, organizational behavior, Agile Methodology.

Frequently Asked Questions

What is the core focus of this research?

The work investigates the perception and experience of virtual inter-team collaboration within a large, complex, multi-team project in a financial services firm.

Which thematic areas are central to the study?

The study centers on three themes: collaboration as an "empty word," the experience of collaboration as a professional burden, and the development of "us versus them" dynamics between teams.

What is the primary research question?

The study aims to answer: "How do employees experience virtual inter-team collaboration within a large, multi-team project?"

What research methodology was applied?

The authors conducted a qualitative study using an abductive approach, utilizing thirteen semi-structured interviews and four observations of inter-team meetings.

What does the main body of the work cover?

The main body covers the theoretical review, the specific organizational context of the "Core Banking System" (CBS) program, the presentation of empirical interview data, and a critical discussion of these findings against existing literature.

What are the primary keywords characterizing this work?

Key terms include inter-team collaboration, virtual teamwork, coopetition, boundary spanning, and the concept of "collaboration spanners."

What is meant by the concept of "collaboration spanners"?

The authors define "collaboration spanners" as specific individuals who act as formal or informal links between different teams and subgroups to facilitate the flow of information and balance competitive tensions.

How does the virtual environment impact collaboration according to the findings?

The virtual environment is found to increase the effort required for collaboration, enabling team members to more easily refrain from engaging with other teams, which paradoxically leads to more siloed working.

What conclusion is drawn regarding "alignment meetings"?

The authors conclude that while these meetings are intended to foster collaboration, they are often perceived as a "one-way street" for status updates and frequently serve as a "playing field" for internal competition and blame games.