Influence of peer feedback on the relations between communication, coordination, and performance in global virtual teams

Abstract

The use of virtual teams is increasing in large, multinational organizations around the globe. However, teams of this type, often referred to as global virtual teams (GVTs), are faced with numerous challenges and coordination difficulties. The current study uses a large sample of GVTs tasked with completing a long-term project to investigate the relations between communication frequency, process coordination, and project performance. Specifically, drawing upon the basic input-process-output framework we proposed an indirect relation between communication frequency and performance, as mediated by process coordination. As well, the current study, drawing on the principles of self-regulation theory, examines whether the frequency of peer feedback will operate as a moderator of the mediated relation. Using multilevel data, and multiple peer feedback conditions, support was found for the hypothesized moderated mediation model. In particular, the relations between communication frequency, process coordination, and team performance were all stronger in GVTs that gave and received peer feedback on a weekly basis than when peer feedback was only given at project completion or when peer feedback was given, but not distributed on a weekly basis. Importantly, the results of this study suggest that GVTs should use regular peer feedback to leverage the benefits of communication frequency and process coordination for team performance.