Katherine M. Chudoba

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Global virtual teams are internationally distributed groups of people with an organizational mandate to make or implement decisions with international components and implications. They are typically assigned tasks that are strategically important and highly complex. They rarely meet in person, conducting almost all of their interaction and decision making(More)
We’re becoming more virtual all the time!” is heard in many global corporations today. But basing decisions on this is elusive, as “virtuality” itself isn’t measurable. Lack of definition makes it hard to assess how virtual teaming affects performance, or to design infrastructures and toolsets to support distributed work. Using the concept of(More)
Many people in the MIS ®eld have accepted the idea that attitudes affect the frequency and type of computer use but research has provided inconsistent results. This paper, therefore, explores the conditions under which attitudes can predict computer use, investigating both workers' volitional control and their knowledge of the technology. Analyses are based(More)
`̀ Virtual’’ is a potent buzzword, freely applied to many situations, with many meanings. In this exploratory study, we develop a more precise understanding of `̀ virtual’’ to describe changing work environments. Specifically, we propose a framework to classify work environments based on the type of discontinuities involved. Discontinuities are gaps or a(More)
Boundaries such as time, distance, organization, and culture have been a useful conceptual tool for researchers to unpack changes in the virtual work environment, moving from a dichotomous perspective that contrasts face-to-face (FTF) and virtual work to a more nuanced hybrid perspective. However, researchers may tacitly assume that all members of a virtual(More)
This article illustrates how the hermeneutic analysis of text illuminates how shared understandings affect our interpretations of lean communication in distributed work environments. It is proposed that in contrast to the pessimistic conclusions of media richness theory that lean communication channels cannot support complex or equivocal work tasks,(More)