Perceived discontinuities and constructed continuities in virtual work
Authors: Watson‐Manheim, Mary Beth; Chudoba, Katherine M.; Crowston, Kevin
Journal: Information Systems Journal (2012)
DOI: 10.1111/j.1365-2575.2011.00371.x
<jats:title>Abstract</jats:title><jats:p>Boundaries such as time, distance, organisation 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 and virtual work to a more nuanced hybrid perspective. However, researchers may tacitly assume that all members of a virtual team and virtual teams collectively will respond to a boundary in a similar way. We posit instead that boundaries are a dynamic phenomenon and may have different consequences under different circumstances. We offer organisational discontinuity theory as a tool for more focused investigation of the virtual work environment. Discontinuities and continuities describe the setting in which individuals in a virtual team operate, both actual work practices and the perceptions of the individuals in the virtual work environment. The terms offer a starting point to identify and understand what may otherwise seem to be paradoxical differences in how virtual team members respond to boundaries.</jats:p>