Currently, telework stands a s one of the fastest developing illustrations of the so called virtual organization. Although it has started to boom in Europe, it still raises reluctance in companies that may implement it in their teams. One main reason listed in the literature for this reluctance...

Companies are sometimes reluctant to implement telework in their teams because managers may lose control over their teleworking employees. The question we try to answer in this paper is: Does telework have an impact on the manager-employee relationship and, if so, what sort of impact is it? We...

Researches investigating the topic of trust in virtual teams tend to assume that its nature is comparable to trust that develops in face-to-face temporary systems. It is qualified as swift trust given the limited duration of teams and the absence of shared past work experience between members....

Recent studies on virtual teams reveal that team virtuality varies in a continuum and may take different levels. Different levels of virtuality have considerable impacts on team processes and management as they imply several characteristics concerning communication dynamics and interaction...