Browsing by Autor "Maria Ximena Hincapie"

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A Double-Edged Sword: Multilevel Identification in Global Virtual Teams
(Academy of Management, 2023) Maria Ximena Hincapie
Organizations increasingly rely on global virtual teams due to the need to provide employees with more flexible work arrangements while leveraging high-quality talent from around the world. As a result, many employees plan to work remotely and be part of global virtual teams. Therefore, it is crucial to understand what team members can do to enhance performance in these global virtual teams. Team researchers have recognized team identification as an essential emerging state that can favorably influence team outcomes. While research on team identification exists in other contexts, understanding team identity in global virtual teams has received far less attention. In this study, I theorize and empirically test the hypothesis that identification in GVT acts as a double-edged sword, enhancing the team’s performance while simultaneously diminishing individual performance. Adopting a multilevel approach, I investigate the influence of team members’ cultural intelligence on member identification and the bottom-up process relating to team member identification to team performance. Results from 751 team members working in 223 global virtual teams reveal that a member’s cultural intelligence positively affects the member’s identification with the team via the team members’ motivation. Results also indicate that team identification is associated with motivation and performance at the team level. Finally, findings show that identification with the team has an overall negative impact on a team member’s performance but a positive impact on team performance. This paper advances knowledge about the antecedents, processes, and multilevel effects of team members’ identification.
A Typology and Analysis of Collaborative Hybrid Work for Post-Pandemic Teams
(Academy of Management, 2024) Lisa Handke; Patrícia Costa; Maria Ximena Hincapie; Michael Johnson
Despite the substantial proliferation of hybrid work, little has been done to reconcile extant individual- and team-level perspectives. This is problematic because it does not acknowledge how individuals’ hybrid work practices constrain team-level interactions and subsequent outcomes. Specifically, the extant literature does not yet capture the complex configurations that result from team members alternating between co-located and remote forms of collaboration and how these may provoke the formation of subgroups within the team. In this conceptual paper, we thus present co-location imbalance as a way of capturing geographic configuration in hybrid teams and illustrate its meaning and impact on subgroup formation using exemplary hybrid teamwork archetypes. We then map out a nomological network surrounding co-location imbalance and derive testable propositions on its temporal dynamics and multilevel antecedents. Our paper concludes with a discussion of our research’s theoretical and practical contributions and directions to advance future research on hybrid teamwork.
Advancing Research on Women’s Equality in Virtual Work
(Academy of Management, 2023) Lauryn Burnett; N. Sharon Hill; Gary N. Powell; Maria Ximena Hincapie; Isabel Villamor; Manju Ahuja; Rui Sundrup; Massimo Magni; Anita C. Keller; Yukun Liu
A growing number of employees are participating in virtual work arrangements such as working from home, virtual teamwork (team members communicating via electronic means from dispersed locations), and other forms of computer-mediated work. Despite its rising popularity, there is research to suggest that virtual work can be a double-edged sword for women in the workplace with mixed effects on their job opportunities, social integration at work, and ability to control their work-nonwork boundary. Yet, many unanswered questions remain regarding the implications of virtual work for women’s equality. There is an urgent need to address these questions, given the increasingly widespread implementation of virtual work in contemporary organizations and the persistent problem of women’s inequality in the workplace. The papers in this symposium help to advance research in this area through empirical studies that apply different theoretical perspectives to provide important new insights on virtuality’s career- enhancing as well as detrimental effects for women. The authors of the papers, who collectively span four continents, examine women’s equality related to their work and family success and their well-being in different aspects of virtual work, including virtual collaboration, virtual leadership, and working from home. The research findings presented in this symposium point to the need to manage the burgeoning phenomenon of virtual work in ways that leverage its benefits and mitigate its downsides for women. Gender Differences in Virtual Collaboration Effectiveness Author: N. Sharon Hill; George Washington U. Author: Maria Ximena Hincapie; School of Management, U. de los Andes The Role of Gender in Implicit Virtual Leadership Theories Author: Isabel Villamor; IESE Business School Author: N. Sharon Hill; George Washington U. Working From Home, Together: The Role of ICT Permeability, Planning, and Gender Author: Manju K. Ahuja; U. of Louisville Author: Rui Zhang Sundrup; U. of Louisville Author: Massimo Magni; Bocconi U. Reconnecting to Morning Work Routines to Overcome Work-from-Home Challenges: A Gender Role Perspec Author: Anita Keller; U. of Groningen Author: Yukun Liu; Zhejiang U., China Author: Sharon Parker; Centre for Transformative Work Design / Curtin U.
Fostering Hybrid Teams’ Performance Through Inclusive Leadership Strategies
(Academy of Management, 2024) Maria Ximena Hincapie; Patrícia Costa
Over the past years, hybrid teams have emerged as a prevalent phenomenon in the new work arrangements. Effective inclusive leadership strategies are essential for leveraging the full potential of hybrid teams, fostering collaboration, achieving high performance, and improving team members’ well-being. Hybrid teams have members who frequently shift between co-located and remote working. This made them face unique challenges with technology-mediated communication (e.g., trust development) and the leader’s need to balance the preferences and needs of co-located and remote team members. Leaders must thus ensure that all team members feel valued and included, regardless of location or schedule, to achieve team objectives and enhance well-being. This paper explores hybrid team leaders’ challenges in managing diversity, equity, and inclusion, offering evidence-based strategies and practical recommendations. Specifically, we emphasize strategies for building trust and psychological safety, leveraging diversity as a strength, promoting cross-cultural understanding, establishing clear communication channels, and encouraging collaboration. By empowering hybrid team leaders with these insights, we aim to foster a culture of inclusion and create an environment where all team members feel valued, ultimately leading to enhanced individual and team performance and team member well-being.