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Abstract

In this study, a virtual team development process triggered by a change of management in a large-scale software company is analyzed. The object of study is a global virtual team in the product training area that was assigned a new manager. The team consists of five women who are based in three different countries and four time zones. For supporting organizational and operational change, the transitional phase following the change of management is accompanied and analyzed based on the theory of synergetics according to Haken/Schiepek (2010). Since implementing changed structures in teams is considered to require innovation capability, the four-factor theory of climate for innovation by West (1990) is adduced additionally as area-specific theory. A synergetic navigation system (SNS) serves as analysis and reflection instrument. For the questionnaire, the team climate inventory (TCI) by Brodbeck/Anderson/West (2000) is validated, reduced and incorporated into SNS. These items are assigned to the generic principles (GPs) according to synergetics. For real time monitoring, data is collected continuously every ten days over the course of six months. This data is supplemented by documentation of team-internal meetings during the period of data collection. Since using SNS has an interventional effect, reflection interviews are conducted with the participants after three months in order to receive additional background data and to strengthen the participants’ self-efficacy. Subsequently, the data is evaluated based on the GPs that are considered requirements for self-organized change processes. Based on the questionnaire, the degree to which the GPs are implemented is illustrated and analyzed for individual points of time during the process. Subsequently, considering the specifics of virtual teamwork, recommendations for further team development related to change processes are given.