Virtual Teams Management Practices and Project Performance of Selected Universities in Kenya

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dc.contributor.authorKwamboka, Mercyline
dc.contributor.authorSang, Paul
dc.date.accessioned2023-06-26T13:30:19Z
dc.date.available2023-06-26T13:30:19Z
dc.date.issued2019
dc.descriptionArticleen_US
dc.description.abstractDocumented evidence has shown the benefits and challenges of using virtual teams’ arrangement in the execution and implementation of projects; however, these studies have been limited in the educational sector. This study therefore sought to investigate the effectiveness of virtual teams on project performance in higher learning institutions in Kenya. Specifically, the study sought to examine the effect of communication on project performance; to investigate the effect of recognition practice on project performance, and to examine the effect of information sharing on the project performance of higher learning institutions in Kenya and to test the mediating effect of employee commitment on the relationship between virtual team management practices and project performance. The study targeted a sample of 304 respondents drawn from both teaching and non-teaching staff in 3 public universities in Nairobi City County using Taro Yamane approach. Data was collected using closed-ended questionnaire whose reliability score was above the acceptable level. The reported findings are based on a relatively high response rate. The inferential test for diagnostics on multicollinearity showed that both the VIF and Tolerance levels were within the acceptable range and that the findings were not invalidated by the influence of multicollinearity. The regression results testing the direct relationships indicated that while effective communication and recognition practices had a significant positive effect on project performance, information sharing was not significant. Employee commitment partially mediated the relationship between Virtual Team Management practices and project performance in the surveyed universities in Nairobi County. The study concludes that for enhancing performance of higher learning institution in Nairobi County Kenya, virtual team management practices such as effective communication, recognition practices, information sharing and team commitment are mandatory. The study recommends that virtual settings should be equipped with effective communication facilities and gadgets, management of an organisation should constantly embrace attitude of appreciating its workforce so as to create a sense of belonging within the organisation and to improve in the aspect of sharing important information to develop trust which in turn leads to performance on the part of virtual team members in the organisation.en_US
dc.identifier.citationKwamboka, M., & Sang, P. (2019). Virtual Teams Management practices and project performance of selected universities in Kenya. East Africa Journal of Contemporary Research, 1(2), 101-119.en_US
dc.identifier.issn2663-7367
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/25987
dc.language.isoenen_US
dc.publisherEAJCRen_US
dc.subjectProject performanceen_US
dc.subjectEmployee commitmenten_US
dc.subjectInformation sharingen_US
dc.subjectEmployee recognitionen_US
dc.subjectCommunicationen_US
dc.subjectVirtual teamsen_US
dc.titleVirtual Teams Management Practices and Project Performance of Selected Universities in Kenyaen_US
dc.typeArticleen_US
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