Multitasking and innovation in virtual teams

Karen Sobel Lojeski, Richard Reilly, Peter Dominick

Research output: Chapter in Book/Report/Conference proceedingConference contributionpeer-review

13 Scopus citations

Abstract

The limits of human multitasking capabilities in intense conditions are well understood. However, little is known about how increasing and continuous multitasking impacts innovation in virtual teams. During this investigation, we developed a construct called Virtual Distance to understand how both perceived and physical distance impacts innovation on virtual teams and applied it to 223 individuals and mangers at seventeen organizations. We then explored Virtual Distance as a moderator of the relationship between Multitasking and Innovation. Our results showed that Virtual Distance has a significant and negative relationship to Innovation. We further found that Virtual Distance significantly moderated the relationship between Multitasking and Innovation. When Virtual Distance is low, there is a positive relationship and when Virtual Distance is high, there is a significant curvilinear relationship. The results have implications for the selection of virtual team members and virtual project management activities when critical project outcomes include Innovation.

Original languageEnglish
Title of host publicationProceedings of the 40th Annual Hawaii International Conference on System Sciences 2007, HICSS'07
DOIs
StatePublished - 2007
Event40th Annual Hawaii International Conference on System Sciences 2007, HICSS'07 - Big Island, HI, United States
Duration: 3 Jan 20076 Jan 2007

Publication series

NameProceedings of the Annual Hawaii International Conference on System Sciences
ISSN (Print)1530-1605

Conference

Conference40th Annual Hawaii International Conference on System Sciences 2007, HICSS'07
Country/TerritoryUnited States
CityBig Island, HI
Period3/01/076/01/07

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