Virtual team management is coordinating and managing employees who are in either a different location or time zone, which requires in depth understanding of people, processes and technologies and is more challenging than face to face interactions.
An effective knowledge management requires the virtual team to capture and share high quality and quantity of information. The two important inputs for effective and efficient knowledge management in virtual teams are
• Using the appropriate communication technologies
• Human coordination
The major challenge that virtual teams face is sharing tacit knowledge which is largely because of the social nature of tacit knowledge creation and transfer. These virtual team bring together subject matter from experts and specialists from various locations to build a knowledge intensive environment.
These virtual teams are task oriented and are formed for achieving a specific goal like Research and development, consulting or change and innovation, and once the task is completed these teams are disembarked. The knowledge which is gained during the process of the task execution is at an individual level, this knowledge in term of experience is made available to the other project teams as well as future project teams.
Some of the effective techniques for knowledge management in virtual teams are
• Virtual team members ought to be inspired to document their key experiences and learning throughout the task execution. This could be created a part of their description instead of an extra responsibility.
• Central data repository ought to be hosted on company intranet/extranet portal or on peer-to-peer networks as a shared folder, forum, or application. This repository ought to be simply accessible to any or all.
• The data sharing ought to manifest itself on regular basis victimization advance technology tools. This involves exchange of data associated with however, what, once and by whom. These technologies mix project management tools (such as meetings), period communication tools (such as videoconference) and meeting productivity tools (such as polling) for effective output.
This may be expedited victimization ICT tools like cluster emails, on-line tools, wikis/blogs, on-line forums, e-learning modules, and fax. as an example, victimization on-line survey computer code to capture opinions on decisions/strategies or creating obtainable coaching webinars to any or all the team members set in several geographies or causation cluster emails concerning the trade best practices.
This is often done through interactive & cooperative technologies like internet seminars, video-conferencing video-taping and virtual whiteboard.
As an example, victimization video-conferencing tools to conduct joint application development sessions or to induce each offshore computer code development team and onshore business analyst to induce clarity on client’s business needs.
• The leaders ought to encourage a knowledge-centric team culture. this needs empowering team members, promoting freedom of dialogue, avoiding paperwork and persuading learning and application of newer skills and ideas. Fostering trust and integrity among the team members plays a serious role for members to share data among themselves.
Thus, we tend to see that the key to data management in virtual groups involves providing infrastructure in terms of each technology and social capital. an efficient data management strategy allows organizations to faucet the varied content of virtual team. Learning from past experiences also because the data repository provides robust inputs for business intelligence which boosts higher cognitive process and productivity.
Author Details:
Name: Shreya Ralli
Batch: 2021-23
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