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dc.contributor.authorJawadi, Nabila
dc.contributor.authorDaassi, Mohamed
dc.contributor.authorFavier, Marc
dc.contributor.authorKalika, Michel
HAL ID: 13102
dc.date.accessioned2014-03-10T10:39:34Z
dc.date.available2014-03-10T10:39:34Z
dc.date.issued2013-07
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/12838
dc.language.isoenen
dc.subjectVirtual teamsen
dc.subjectbehavioral complexity theoryen
dc.subjectLMX theoryen
dc.subjecte-leaders' rolesen
dc.subject.ddc658.4en
dc.subject.classificationjelM12en
dc.subject.classificationjelM15en
dc.subject.classificationjelM54en
dc.titleRelationship building in virtual teams: A leadership behavioral complexity perspectiveen
dc.typeArticle accepté pour publication ou publié
dc.contributor.editoruniversityotherUniversité de Grenoble;France
dc.contributor.editoruniversityotherUniversité de Tours;France
dc.description.abstractenE-leadership has emerged in virtual team literature as an important determinant of relationship building. However, the way e-leaders develop high quality relationship between virtual team members is little understood. The purpose of this paper is to identify the key roles that enable virtual team leaders to build high-quality exchanges with their team members. We draw on the behavioral complexity theory to analyze the roles played by e-leaders, which help them to develop effective leader-member exchanges (LMX). We draw up a research model to explain how e-leaders build cooperative and collaborative relationships through social-related and work-related activities. We then test the research model using a large survey of 193 virtual team members. Our findings show that, except for internal process roles (coordination and monitoring), open systems roles, roles of rational pursuit of goals and human relation roles have a significant positive effect on LMX.en
dc.relation.isversionofjnlnameHuman Systems Management
dc.relation.isversionofjnlvol32en
dc.relation.isversionofjnlissue3en
dc.relation.isversionofjnldate2013-07
dc.relation.isversionofjnlpages199-211en
dc.relation.isversionofdoihttp://dx.doi.org/10.3233/HSM-130791en
dc.relation.isversionofjnlpublisherIOS Pressen
dc.subject.ddclabelDirection d'entrepriseen
dc.relation.forthcomingnonen
dc.relation.forthcomingprintnonen


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