An Exploration of Managerial Shift Toward An Exploration of Managerial Shift Toward Virtual Organizations: Managing Virtual Virtual Organizations: Managing Virtual

Employees in Select Technology Employees in Select Technology OrganizationsOrganizations

By: Michael C. Kirkley By: Michael C. Kirkley

For: Patricia Traynor, PhD, MentorFor: Patricia Traynor, PhD, MentorSusanne Beier, PhD, Committee MemberSusanne Beier, PhD, Committee MemberRobin Throne, PhD, Committee MemberRobin Throne, PhD, Committee Member

Introductions

Patricia Traynor, PhD, MentorPatricia Traynor, PhD, Mentor

Susanne Beier, PhD, Committee Susanne Beier, PhD, Committee MemberMember

Robin Throne, PhD, Committee Robin Throne, PhD, Committee MemberMember

OutlineOutline

BackgroundBackground Statement of the ProblemStatement of the Problem Purpose of the StudyPurpose of the Study Lack of Theoretical FrameworkLack of Theoretical Framework Research QuestionsResearch Questions Research Method and DesignResearch Method and Design Literature FoundationLiterature Foundation Data Collection and AnalysisData Collection and Analysis DemographicsDemographics Findings (Phase 2): Transcendental Phenomenological ReductionFindings (Phase 2): Transcendental Phenomenological Reduction Findings (Phase 3): Imaginative VariationFindings (Phase 3): Imaginative Variation Validity and ReliabilityValidity and Reliability Phase 4: Composite DescriptionPhase 4: Composite Description Relevance to Current LiteratureRelevance to Current Literature Significance of the Findings to LeadershipSignificance of the Findings to Leadership Limitations of the Research ProcessLimitations of the Research Process Recommendations for Future StudyRecommendations for Future Study Reflections of the Research ProcessReflections of the Research Process

BackgroundBackground

Organizations are exploring varying degrees of telework (Helms & Organizations are exploring varying degrees of telework (Helms & Raiszadeh, 2002; Lim & Teo, 2002).Raiszadeh, 2002; Lim & Teo, 2002).

Technological advances in information and communications Technological advances in information and communications technologies (ICTs) have enabled the deconcentration of American technologies (ICTs) have enabled the deconcentration of American corporate assets (Harpaz, 2002; Staples, 2001). corporate assets (Harpaz, 2002; Staples, 2001).

Once an Organization institutes virtual processes, procedures, and Once an Organization institutes virtual processes, procedures, and working arrangements, leadership and management practices working arrangements, leadership and management practices must also change (Malhotra, Majchrzak, & Rosen, 2007).must also change (Malhotra, Majchrzak, & Rosen, 2007).

Overcoming traditional face-to-face managerial practices is a Overcoming traditional face-to-face managerial practices is a difficult lesson to learn (Fisher & Fisher, 2001)difficult lesson to learn (Fisher & Fisher, 2001)

Managerial attitudes toward telework is a crucial component of Managerial attitudes toward telework is a crucial component of virtuality (Kouzes & Posner, 2002).virtuality (Kouzes & Posner, 2002).

The virtual working phenomenon requires traditional managers to The virtual working phenomenon requires traditional managers to change (Frank & Taylor, 2004).change (Frank & Taylor, 2004).

Statement of the ProblemStatement of the Problem

General ProblemGeneral Problem::Virtual organizational environments continued to grow Virtual organizational environments continued to grow during the early years of the 21st century (during the early years of the 21st century (Perez, Sanchez, Perez, Sanchez, Carnicer, & Jimenez, Carnicer, & Jimenez, 2002). Data indicates a 2% annual 2002). Data indicates a 2% annual growth (Scharff, 2005; “World at Work,” 2007; USDL, 2004).growth (Scharff, 2005; “World at Work,” 2007; USDL, 2004).

Specific ProblemSpecific Problem::The steady growth of the use of telework has not translated The steady growth of the use of telework has not translated to an overwhelming managerial endorsement for these to an overwhelming managerial endorsement for these working arrangements (Frank & Taylor, 2004).working arrangements (Frank & Taylor, 2004).A gap exists in literature concerning traditional manager A gap exists in literature concerning traditional manager transition to virtual organizational structures (Scharff, transition to virtual organizational structures (Scharff, 2005). 2005).

Purpose of the StudyPurpose of the Study

The purpose of the qualitative phenomenological study was The purpose of the qualitative phenomenological study was to ascertain the attitudes, perceptions, and lived experiences to ascertain the attitudes, perceptions, and lived experiences of frontline managers’ adaptation of traditional managerial of frontline managers’ adaptation of traditional managerial techniques to telework and virtual organizational techniques to telework and virtual organizational environments during the turbulent technological changes of environments during the turbulent technological changes of the early 21st century.the early 21st century. Purposive sampling of 14 frontline managers from the Purposive sampling of 14 frontline managers from the

Association of Information Technology Professional (AITP) Dallas, Association of Information Technology Professional (AITP) Dallas, Texas chapterTexas chapter

Participant selection criteria Participant selection criteria A qualitative research approach was appropriate for the A qualitative research approach was appropriate for the

study study The transcendental phenomenological design was chosen The transcendental phenomenological design was chosen

(Creswell, 2007; Moustakas, 1994). (Creswell, 2007; Moustakas, 1994).

Lack of Theoretical FrameworkLack of Theoretical Framework

Few studies based in the United States have investigated the Few studies based in the United States have investigated the nature of the impact disruptive technological advances have on nature of the impact disruptive technological advances have on traditional managers (traditional managers (Malhotra, Majchrzak, & Rosen, Malhotra, Majchrzak, & Rosen, 2007; 2007; Stevenson & McGrath, 2004).Stevenson & McGrath, 2004).

Managerial attitudes toward virtual work arrangements and Managerial attitudes toward virtual work arrangements and managerial ability to overcome the lack of face-to-face managerial ability to overcome the lack of face-to-face management techniques should be studied (Dewar, 2006; management techniques should be studied (Dewar, 2006; Elmore, 2006).Elmore, 2006).

Limited research was evident on traditional managers’ abilities Limited research was evident on traditional managers’ abilities to adapt current skill sets to virtual organizational to adapt current skill sets to virtual organizational environments (Malhotra et al., 2007; Stevenson & McGrath, environments (Malhotra et al., 2007; Stevenson & McGrath, 2004).2004).

Frontline managers are left to adapt to the changes with little Frontline managers are left to adapt to the changes with little to no formalized training or guidance (Dimitrova, 2003, to no formalized training or guidance (Dimitrova, 2003, Froggatt, 2000; Helms & Raiszadeh, 2002).Froggatt, 2000; Helms & Raiszadeh, 2002).

Research QuestionsResearch Questions Central QuestionCentral Question::

How might experienced managers change or adapt their leadership How might experienced managers change or adapt their leadership strategies, processes, and management practices to better support strategies, processes, and management practices to better support telework processes and teleworkers in virtual environments during telework processes and teleworkers in virtual environments during disruptive technological innovations in the telecommunications and disruptive technological innovations in the telecommunications and information technology industry for the 21st century?information technology industry for the 21st century?

SubquestionsSubquestions:: RQa: What leadership strategies promote and support the increased use RQa: What leadership strategies promote and support the increased use

of virtual employees?of virtual employees? RQb: How can internal processes and procedures be changed or adapted RQb: How can internal processes and procedures be changed or adapted

to increase effective support mechanisms for virtual employees? to increase effective support mechanisms for virtual employees? RQc: What different types of skills, abilities, experiences, and RQc: What different types of skills, abilities, experiences, and

adjustments are required beyond traditional management practices to adjustments are required beyond traditional management practices to managemanage virtual employees effectively?virtual employees effectively?

RQd: How can training recommendations and best practices assist RQd: How can training recommendations and best practices assist frontline managers and virtual employees to better adjust to a virtual frontline managers and virtual employees to better adjust to a virtual collaborative environment?collaborative environment?

Research Method and DesignResearch Method and Design

Observed Phenomenon

Literature Foundationof the Phenomenon

Observer Epoche

Bracketing

Horizontalization

Clustering

Systematic Variation

Theme Recognition

Universal Structures

CompositeDescription

Structural DescriptionTextural Description

PHASE 2Phenomenological

Reduction

PHASE 3Imaginative

Variation

PHASE 1

PHASE 4

Moustakas, 1994

Literature FoundationLiterature Foundation

A total of A total of 351351 specific references were reviewed. specific references were reviewed. Specific areas of concentration included:Specific areas of concentration included: Foundational studiesFoundational studies A Historical Overview of TeleworkA Historical Overview of Telework Impact of Disruptive InnovationImpact of Disruptive Innovation Impact of Globalization on Traditional Management PracticesImpact of Globalization on Traditional Management Practices 21st Century Contextual Frameworks for Virtual Organizations21st Century Contextual Frameworks for Virtual Organizations Theoretical and Conceptual Frameworks for Managing Theoretical and Conceptual Frameworks for Managing

TeleworkTelework Traditional Management and System Obstacles to TeleworkTraditional Management and System Obstacles to Telework Influence of Virtual Managers on Organizational EffectivenessInfluence of Virtual Managers on Organizational Effectiveness Virtual Management GapsVirtual Management Gaps

Data Collection and AnalysisData Collection and Analysis

General population General population

Purposive Sampling Purposive Sampling Pilot Study Pilot Study Final data collection instrumentFinal data collection instrument Written response option Written response option The Nvivo 7 data analysis software The Nvivo 7 data analysis software

DemographicsDemographics The primary demographic data collected was age, The primary demographic data collected was age,

education, gender, race, and type of organization. education, gender, race, and type of organization. Additional qualifying information was collected to measure Additional qualifying information was collected to measure the diversity of participants within the fields of information the diversity of participants within the fields of information technology (IT) and telecommunications.technology (IT) and telecommunications.

Additional characteristics of the participants were observed Additional characteristics of the participants were observed in the selection criteria. The details of these characteristics in the selection criteria. The details of these characteristics are present in Appendix G. The additional characteristics are present in Appendix G. The additional characteristics included:included: Management experience between 2000 and 2007Management experience between 2000 and 2007 Manage at least five subordinatesManage at least five subordinates Virtual Management ExperienceVirtual Management Experience Virtual Environment ExperienceVirtual Environment Experience Virtual Work Experience Virtual Work Experience

Phase 2: Transcendental Phase 2: Transcendental Phenomenological ReductionPhenomenological Reduction

This phase featured the analysis of This phase featured the analysis of the qualitative data associated the qualitative data associated with the 14 Survey Questions (SQs)with the 14 Survey Questions (SQs)

Bracketing was accomplished in Bracketing was accomplished in the Nvivo 7.0 qualitative data the Nvivo 7.0 qualitative data analysis tool. analysis tool.

The structure enhanced the The structure enhanced the process of horizontalizationprocess of horizontalization

Clustering established Clustering established horizontalized statements.horizontalized statements.

Irrelevant statements and Irrelevant statements and redundant responses are redundant responses are eliminated revealing the 24 eliminated revealing the 24 textural themestextural themes

Bracketing

Horizontalization

Clustering

Textural Description

PHASE 2Phenomenological

Reduction

EpocheRemoval of Observer Bias

PHASE 3Imaginative

Variation

PHASE 4CompositeDescription

Noesis

Noema

Phase 3: Imaginative VariationPhase 3: Imaginative Variation

During the imaginative variation phase, During the imaginative variation phase, alternative meanings for the 24 textural alternative meanings for the 24 textural themes were sought through variation themes were sought through variation in frames of reference, polarities, in frames of reference, polarities, reversals, and interpretation from reversals, and interpretation from divergent perspectives (Moustakas, divergent perspectives (Moustakas, 1994). The analysis led to the 1994). The analysis led to the emergence of six structural themes.emergence of six structural themes.

Emergent theme 1: Virtual leadership Emergent theme 1: Virtual leadership strategiesstrategies

Emergent theme 2: Organizational Emergent theme 2: Organizational commitmentcommitment

Emergent theme 3: Social and cultural impactEmergent theme 3: Social and cultural impact Emergent theme 4: Virtual organizational Emergent theme 4: Virtual organizational

support mechanismssupport mechanisms

Emergent theme 5: Managerial adaptationsEmergent theme 5: Managerial adaptations Emergent theme 6: Virtual environment Emergent theme 6: Virtual environment

trainingtraining

Systematic Variation

Theme Recognition

Universal Structures

Structural Description

PHASE 3Imaginative

Variation

TexturalDescriptions

PHASE 4CompositeDescription

Phase 3: ContinuedPhase 3: Continued

Theme 1Theme 1: technological advancements had a positive : technological advancements had a positive effect; instant messaging replaced face-to-face effect; instant messaging replaced face-to-face interactions; few issues with the introduction of virtual interactions; few issues with the introduction of virtual workers; workers; disruptive ICT change requires a modification disruptive ICT change requires a modification of organizational processes and proceduresof organizational processes and procedures..

Theme 2Theme 2: organizations have committed to virtual : organizations have committed to virtual processes and procedures; lack of consistent processes and procedures; lack of consistent implementation; implementation; virtual processes and procedures virtual processes and procedures governed by traditional management idealsgoverned by traditional management ideals..

Theme 3Theme 3: : loss of loss of water coolerwater cooler interactions interactions; individual’s ; individual’s job satisfaction; virtual environment altered the social job satisfaction; virtual environment altered the social and cultural landscape, and cultural landscape, procedural fairnessprocedural fairness..

Phase 3: ContinuedPhase 3: Continued Emergent Theme 4Emergent Theme 4: Limited processes and : Limited processes and

procedures; guidance or mentorship from procedures; guidance or mentorship from organizational leaders; positive strategies organizational leaders; positive strategies implemented; implemented; commitment of organizational commitment of organizational leadersleaders; clear explanations of an organization’s ; clear explanations of an organization’s intent required.intent required.

Emergent Theme 5Emergent Theme 5: : direct experience inspired direct experience inspired changechange; specific skills and abilities required; ; specific skills and abilities required; geographic and temporal dispersal hampered by geographic and temporal dispersal hampered by organizational ambiguity.organizational ambiguity.

Emergent Theme 6Emergent Theme 6: organizations not providing : organizations not providing virtual environment training; personal skills virtual environment training; personal skills learned; individual, virtual team, virtual manager learned; individual, virtual team, virtual manager assumed capableassumed capable of achieving efficient virtual of achieving efficient virtual processes and procedures without guidance.processes and procedures without guidance.

Validity and ReliabilityValidity and Reliability

Alternative validity criteria Investigator validity and reliability actions

Credibility

Credibility of the data was achieved through the direct insertion of written responses to the structured interview protocol into the Nvivo 7 data analysis tool. Demographics Data documents compliance to the selection criteria.

TransferabilityTransferability was achieved using a structured interview protocol, defined participant selection criteria.

DependabilityThe participation criteria and structure interview protocol can be used to collect similar data within other contexts or settings.

Confirmability

Methodological triangulation was achieved through the comparison of the observations within the review of literature, observations made during the pilot study, and the analysis of the lived experiences provided by the participants.

Phase 4: Composite DescriptionPhase 4: Composite Description

The integration of the six structural themes created a The integration of the six structural themes created a composite description of the phenomenon. The extracted composite description of the phenomenon. The extracted description of the stated phenomenon is as follows:description of the stated phenomenon is as follows:

1.1. Advances in ICTs enhance organizational communications.Advances in ICTs enhance organizational communications.2.2. Organizations Organizations have committedhave committed to the introduction of virtual to the introduction of virtual

environment processes and procedures without guidance for environment processes and procedures without guidance for traditional managers.traditional managers.

3.3. Virtual environment processes and procedures Virtual environment processes and procedures alteralter the social the social and cultural landscape of an organization. and cultural landscape of an organization.

4.4. Virtual processes and procedures require managers to Virtual processes and procedures require managers to articulate the articulate the organization’s intentorganization’s intent, processes, procedures, and , processes, procedures, and expectations to expectations to individuals and teams clearlyindividuals and teams clearly..

5.5. Specific skills and abilities traditional managers must acquire; Specific skills and abilities traditional managers must acquire; faster learning curve, improved listening skills, improved faster learning curve, improved listening skills, improved writing skills, the ability to multitask, and patience.writing skills, the ability to multitask, and patience.

6.6. Organizations are Organizations are not committingnot committing to virtual organization to virtual organization training of individuals, managers, or teams.training of individuals, managers, or teams.

Relevance to Current LiteratureRelevance to Current Literature Confirmed FindingsConfirmed Findings::

Lack of clear virtual processes ad procedures (Perez et al., 2004) Lack of clear virtual processes ad procedures (Perez et al., 2004) Leaders assumed current managers were capable of adjusting Leaders assumed current managers were capable of adjusting without guidance (Fenson & Hill, 2003; Helms & Raiszadeh, 2002; without guidance (Fenson & Hill, 2003; Helms & Raiszadeh, 2002; Hill, 2004; Rosen, Furst, & Blackburn, 2006). Hill, 2004; Rosen, Furst, & Blackburn, 2006). Implementation of virtual organization processes and procedures Implementation of virtual organization processes and procedures tempered by individualistic interpretations (Kuhn, 1994).tempered by individualistic interpretations (Kuhn, 1994).Virtual processes and procedures lead to cultural and technical Virtual processes and procedures lead to cultural and technical conflicts (conflicts (Majchrzak, Malhotra, Majchrzak, Malhotra, & & JohnJohn’s’s 2005). 2005). Virtual team building requires managers with the ability to Virtual team building requires managers with the ability to enhance virtual collaboration (enhance virtual collaboration (Hambley, O’Neill, & Kline, Hambley, O’Neill, & Kline, 2007).2007).

Contrary FindingsContrary Findings::Traditional managers were not overwhelmed by the introduction Traditional managers were not overwhelmed by the introduction of virtual organizational processes and procedures (Malhotra et of virtual organizational processes and procedures (Malhotra et al., 2007; Stevenson & McGrath, 2004).al., 2007; Stevenson & McGrath, 2004).

Significance of the Findings to Significance of the Findings to LeadershipLeadership

The transition from traditional brick-and-mortar organizations The transition from traditional brick-and-mortar organizations to virtual organizational structures created diverse human to virtual organizational structures created diverse human resources issues (Helms & Raiszadeh, 2002; Perez et al., 2002).resources issues (Helms & Raiszadeh, 2002; Perez et al., 2002).

Organizational leaders could enhance the acceptance of the Organizational leaders could enhance the acceptance of the virtual organization by clearly defining new processes and virtual organization by clearly defining new processes and procedures (Day, Gunther, & Schoemaker, 2000).procedures (Day, Gunther, & Schoemaker, 2000).

The findings affirmed virtual individual, manager, and team The findings affirmed virtual individual, manager, and team training is required to increase virtual organizations’ efficiency training is required to increase virtual organizations’ efficiency (Hambley et al., 2007: Rosen et al., 2006). (Hambley et al., 2007: Rosen et al., 2006).

Organizational leaders had little interest in providing training Organizational leaders had little interest in providing training (Jamrog, 2002).(Jamrog, 2002).

Academicians should provideAcademicians should provide virtual managers and employees virtual managers and employees with with lessons learnedlessons learned and and generic skillsgeneric skills required to become required to become valued contributors within virtual organizations (Fenson & Hill, valued contributors within virtual organizations (Fenson & Hill, 2003). 2003).

Limitations of the Research Limitations of the Research FindingsFindings

The full impact of ICT innovations were not explored The full impact of ICT innovations were not explored were not explored. were not explored.

Transformational impact of virtual processes and Transformational impact of virtual processes and procedures not explored (Vakola & Wilson, 2004). procedures not explored (Vakola & Wilson, 2004).

Data analysis did not investigate the virtual team Data analysis did not investigate the virtual team building process (Hill, 2004; Kerber & Buono, 2004; building process (Hill, 2004; Kerber & Buono, 2004; Rosen et al., 2006).Rosen et al., 2006).

Managerial attitudes on virtual task execution was Managerial attitudes on virtual task execution was not explored (Manochehri & Pinkerton, 2003; Vega, not explored (Manochehri & Pinkerton, 2003; Vega, 2003).2003).

Managerial attempts to set virtual examples and Managerial attempts to set virtual examples and remove collaborative barriers was not explored remove collaborative barriers was not explored (Fisher & Fisher, 2001).(Fisher & Fisher, 2001).

Recommendations for Future Recommendations for Future StudyStudy

A qualitative study of the attitudes and A qualitative study of the attitudes and perceptions of human resource professionals on perceptions of human resource professionals on the implementation virtual organizational the implementation virtual organizational processes and proceduresprocesses and procedures

A qualitative study of human resource managers A qualitative study of human resource managers on training in new technologies, new business on training in new technologies, new business practices, and altered working relations. practices, and altered working relations.

A qualitative study of organizational leaders A qualitative study of organizational leaders concerning virtual organization transformation.concerning virtual organization transformation.

Quantitative study utilizing the Quantitative study utilizing the 24 textural 24 textural themesthemes a a scaled instrument a a scaled instrument

Reflections of the Research Reflections of the Research ProcessProcess

A modification of the selection criteria was A modification of the selection criteria was requiredrequired

Limited participation of AITP- Dallas Limited participation of AITP- Dallas Chapter membership forced snowball Chapter membership forced snowball samplingsampling

The AITP-Dallas Chapter membership was The AITP-Dallas Chapter membership was primarily undergraduate studentsprimarily undergraduate students

Questions?

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