Browsing by Author "Feitosa, Jennifer"

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    Cross-cultural perspectives on collaboration: Differences between the Middle East and the United States
    (Elsevier, 2021) Grossman, Rebecca; Campo, Maritza Salazar; Feitosa, Jennifer; Salas, Eduardo
    Cross-cultural collaboration is critical for tackling many complex issues of the modern-day, yet can be challenging, particularly when it includes collaborators with a history of conflict, such as Middle Eastern countries and the United States. To explore how collaborators might have unique conceptualizations of collaboration that could ultimately contribute to this challenge, this research leverages comparative structural analysis of interview data from 113 participants across four nations in the Middle East and the United States. Several key differences in conceptualizations emerged. Middle Eastern samples emphasized (1) who is involved, including a spiritual element, (2) interpersonal aspects, (3) higher levels of motivation, and (4) equality of resources, more so than American participants. However, not all conceptualizations were different. These cultures all agreed collaboration is challenging and requires effort to be successful. Findings provide important insights for informing future research, as well as practical approaches to managing cultural differences in collaborative settings.
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    Insights From the Virtual Team Science: Rapid Deployment During COVID-19
    (Sage, 2022) Kilcullen, Molly; Feitosa, Jennifer; Salas, Eduardo
    Objective: To provide insights for organizations that must rapidly deploy teams to remote work. Background: Modern situations, such as the COVID-19 pandemic, are rapidly accelerating the need for organizations to move employee teams to virtual environments, sometimes with little to no opportunities to prepare for the transition. It is likely that organizations will continually have to adapt to evolving conditions in the future. Method: This review synthesizes the literature from several sources on best practices, lessons learned, and strategies for virtual teams. Information from each article deemed relevant was then extracted and de-identified. Over 64 best practices were independently and blindly coded for relevancy for the swift deployment of virtual teams. Results: As a result of this review, tips for virtual teams undergoing rapid transition to remote work were developed. These tips are organized at the organization, team, and individual levels. They are further categorized under six overarching themes: norm setting, performance monitoring, leadership, supportive mechanisms, communication, and flexibility. Conclusion: There is a significant deficit in the literature for best practices for virtual teams for the purposes of rapid deployment, leaving it to organizations to subjectively determine what advice to adhere to. This manuscript synthesizes relevant practices and provides insights into effective virtual team rapid deployment.