Implementing a Successful
Virtual Workforce
MGT 651
November 21, 2007
Ramkumar Kuzhipully
Sitting at home in a flannel robe and fuzzy slippers, drinking coffee with the dog lying at one’s feet is the dream of many workers, and it’s happening more and more all the time. The advent of teamwork is nothing new, but cyberspace is providing a forum for the workplace that is revolutionary in bringing teams together. Technologically-connected people are the basis for the term virtual teams. Virtual teams refer to any team of geographically dispersed employees working together electronically who share responsibility for the team’s results (Malhotra, Majchrzak, & Rosen, 2007). Several companies, both global and domestic, have jumped on the virtual workplace bandwagon in recent years. It is estimated that 14% of the workforce performs from home at least two days each week, up from 11% in 2004, and this figure is expected to increase to 17% by 2009 (King, 2007).
The benefits of virtual teaming are many. The employee working from home is one less person on the road adding to pollution and traffic jams. One U.S. government study concluded that if 20,000 federal workers were allowed to telecommute just one day a week, 102,000 gallons of gas could be saved, 81,600 pounds of carbon dioxide emissions could be avoided, and over two million miles of travel would be averted (Cascio, 2000). Use of virtual teaming allows managers to seek employees with the best skills to perform the work. Early in this decade, Harley-Davidson of York, Pennsylvania, returned to profitability and began competing heartily in overseas markets thanks to the addition of virtual teams (M. Attaran & S. Attaran). The cost of ...