Virtual positions: an examination of structure and performance in ad hoc workgroups

摘要

This paper examines the strength and performance of virtual positions within an organizational setting. Access to US Air Force systems acquisition teams provided a unique opportunity to study the phenomenon for a large number of virtual positions in a stable setting, thereby controlling for the differing aspects of organizational structure that usually make such positions difficult to study. A measurement scheme for the strength of the virtual position is developed and validated. A hierarchical regression analysis of research constructs dealing with power, autonomy, allegiance, structure and performance confirms that stronger virtual positions perform better in complex rather than simple task situations. Finally, managerial implications are discussed.