• knowledge management
• multidisciplinarity
• virtual team

In the fast-paced contemporary business environment, cross-functional virtual teams (VTs) have become an integral part of business in global companies. Furthermore, the recent COVID-19 pandemic has raised the interest of companies in virtual working methods with digital tools.

Dávideková and Hvorecký (2017) define the virtual team as follows: [… ] an organizational unit which existence indispensably depends on ICT. It is built through a group of people with complementary skills who are assigned with interdependent and inseparable tasks leading to a common goal achieved through their common endeavor to overcome geographical, cultural, and social barriers. (p.99)

In addition to virtuality, multidisciplinarity may also challenge cross-sectional VTs. Team members may fear that sharing knowledge may reduce their job security and they are defending their existing professional boundaries. In addition, communication challenges may also be caused by meanings within professional language that are not commonly understood. (Varhelahti & Turnquist, 2021.)

Transparent communication is one of the most salient factors in a team’s success

Changes in the working environment not only excite but require increased research on virtual teams. The purpose of the study is to identify a set of best practices for knowledge sharing used in virtual multidisciplinary product-specific core teams, encourage the company to implement the recognized best practices for all core teams where applicable, and propose the next practices for the development of virtual teamwork. The study focuses on product core teams and their internal stakeholders in a contemporary business environment.

The subject raised interest since effective and timely knowledge exchange between virtual product-specific core team representatives and their stakeholders was perceived as insufficient. Further, the scope of the different product core teams and their work practices were, to some extent, unfamiliar to some of the stakeholders of the core teams, and thus the existing best practices, where appropriate, were challenging to harmonize.

A semi-structured interview was used as a quantitative research method in this study.
Empirical data were collected from seven research participants. The data were analyzed with an eight-field SWOT analysis. Based on the study analysis, some next practices for knowledge sharing were suggested for the company.

Next practices for knowledge sharing in virtual multidisciplinary teams

• Ask and provide feedback during and after the virtual meetings on a regular basis.
• Encourage all VT attendees to join the conversation and give their input in the virtual meetings. Use more webcams.
• Agree on the common team norms.
• Share the meeting agenda, visuals, and minutes with all relevant stakeholders in a timely manner.
• Communicate important topics (upcoming changes, decisions) handled in the PCT meetings to the relevant stakeholders in a timely manner.
• Document and make visible the scope of the PCT meeting, including a list of the permanent representatives.
• Organize informal face-to-face activities on a regular basis.
• Favor group-based incentives in teamwork, especially within teams where their outputs are interdependent.
• Adapt your communication style to suit the diverse target group.
• Organize short brainstorming and “sparring” sessions with a low threshold.

Sari Halkosaari 2023: Best practices of virtual multidisciplinary teams for knowledge sharing – product core teams in the client company. Master’s thesis Business Development, Turku University of Applied Sciences.

References:

Dávideková, M. & Hvorecký, J. (2017). ICT collaboration tools for virtual teams in terms of the SECI model. International Journal of Engineering Pedagogy, 7(1), 95-116. https://doi.org/10.3991/ijep.v7i1.6502

Varhelahti, M., & Turnquist, T. (2021). Diversity and communication in virtual project teams. IEEE Transactions on Professional Communication, 64(2), 201-214.