The study of social capital has emerged as a key construct in work and organizational contexts. Trust is its relational dimension and it is relevant for teams working in virtual environments. The purpose of our study is to determine whether the relationship between virtuality level (based on the characteristics of the technology used by each group) and three team-effectiveness criteria (group performance, group process satisfaction and group cohesion) is moderated by group trust climate or relational capital (i.e. trust perceptions shared by team members). A laboratory experiment was carried out with groups randomly assigned to two virtuality levels (videoconference and computer-mediated communication) and a control condition (face-to-face communication). Sixty-six 4-member teams made up the sample. Results indicated that group trust climate moderates the relationship between the virtuality level and group process satisfaction and group cohesion when the virtuality level is high. These results provide further evidence that relational capital plays an important role in virtual teams' effectiveness. L'étude du capital social s'est révélée un concept-clé dans des contextes de travail et d'organisation. La confiance en est la dimension relationnelle et est adéquate pour l'étude des équipes qui travaillent dans des environnements virtuels. Le but de notre étude est de déterminer si la relation entre le niveau de virtualité (sur la base des caractéristiques de la technologie utilisée par le groupe) et trois critères (performance pendant le travail du groupe, satisfaction du processus de groupe et cohésion du groupe) est influencée par le climat de confiance du groupe ou le capital relationnel (à savoir la perception de confiance partagée par les membres de l'équipe). Une expérience de laboratoire a été réalisée avec des groupes affectés au hasard à deux niveaux de virtualité (vidéoconférence et communication au travers d'ordinateurs) et une condition de contrôle (communication face à face). Soixante-six équipes de 4 personnes ont composé l'échantillon. Les résultats indiquent que le climat de confiance du groupe modère la relation entre le niveau de virtualité, la satisfaction du processus de groupe et la cohésion du groupe lorsque le niveau de virtualité est élevé. Ces résultats sont une preuve de plus que le capital relationnel a des effets importants sur l'efficacité des équipes virtuelles.

The aim of this study was twofold. First, we examined the relationship between virtual teams’ emotional intelligence composition and three indicators of their members’ well-being, members’ satisfaction with the team, and positive and negative affective states. Second, we analyzed the moderator role of an online team emotional management intervention in the effects of the team emotional intelligence composition. One hundred and two virtual teams participated in an experimental study with repeated measures. Teams were randomly assigned to either an intervention designed to help them detect and manage emotions during virtual teamwork or a control condition (with no intervention). We followed a hierarchical data strategy and examined a number of nested models using Hierarchical Linear Modeling. Our findings showed that virtual teams’ emotional intelligence composition is a key driver of the team members’ well-being, and that a team emotional management intervention moderated the impact of the team composition of emotional intelligence, buffering its influence.

A disruptive digitalization recently occurred that led to the fast adoption of virtual teams. However, membership diversity and team virtuality threaten members’ well-being, especially if faultlines appear (i.e., subgroups). Considering the job demands–resources model and the role of group affect in shaping members’ perceptions of well-being, we test the effectiveness of a short-term affect management training for increasing members’ eudaimonic well-being. Moreover, based on the trait activation theory and the contingent configuration approach, we draw on the personality composition literature to test how different openness to experience configurations of team level and diversity together moderate the effect of the training. Hypotheses were tested using a pre–post design in an online randomized controlled trial in an educational context in Spain, with a sample of 52 virtual teams with faultlines. Results show that affect management training increased eudaimonic well-being. Furthermore, there was a moderation effect (three-way interaction) of openness to experience configurations, so that the training was more effective in teams with high levels and low diversity in openness to experience. We discuss implications for training, well-being, and personality composition literature. This study helps organizations develop sustainable virtual teams with engaged members through affect management training and selection processes based on the openness to experience trait.

Virtual communities are essential in contemporary social and organizational domains. Their sustainability is largely propelled by members’ contributions, and yet the mechanisms for achieving significant participation remain ambiguous. Grounded in the Technology Acceptance Model, our primary objective is to identify the factors that may predict the intention to participate in a virtual community of practice; secondly, we aim to detect the most influential predictor(s) and the best model. In this paper, we conduct a cross-sectional study with a sample of 114 virtual community participants. Our multiple and weighted regression analyses reveal that technological, personal, and motivational factors sway participation intentions. Nevertheless, a combination of specific factors, interactivity, self-efficacy, and identification, are the most closely related to participation intention. This research offers valuable insights for organizations and community promoters, enhancing member retention and interaction stimulation and thereby constructing sustainable virtual environments through effective community design and management.