How May Virtual Communication Shape Cooperation in a Work Team? a Formal Model Based on Social Exchange Theory. How May Virtual Communication Shape Co-operation in a Work Team? a Formal Model Based on Social Exchange Theory

This paper addresses theoretically the question how virtual communication may affect cooperation in work teams. To address effects of virtual communication on cooperation, this paper draws on a formal social exchange model proposed by Flache and Macy (1996, Flache 1996). The degree of team virtualization, i.e. the extent to which interaction between team members occurs exlusively online, is related to parameters of the exchange. First, it is assumed that in online interaction task uncertainties are higher than in face-to-face contacts. Second, the gratifying value of peer rewards is assumed to be lower in online contacts. Thirdly, it is assumed that teams are different in the extent to which members depend on their peers for positive affections, operationalized by the extent to which team members are interested in social relationships for their own sake, independently from their work interactions. Simulation results suggest both positive and negative effects of team virtualization on work-cooperation. Higher task uncertainty in virtual teams may exacerbate free rider problems with cooperation based on reciprocity. Moreover, weaker ties may compromise the effectiveness of social control. However, when members are also affectively dependent on the team, then the greater social distance of online interactions may avoid possible negative effects of excessive social cohesion on work performance.