The negative impact of individual perceived isolation in distributed teams and its possible remedies
通过日记研究和时间滞后现场研究，发现分布式团队成员的工作地点和沟通频率影响感知隔离，感知隔离与角色模糊共同导致无助感，进而削弱团队内隐协调。
Abstract Previous research on distributed teams indicates that physical distance between team members is problematic for team functioning. We advance this research by investigating the role of team members' psychological experiences of isolation using both a longitudinal diary study and a time‐lag field study, applying a Job Demand–Resource (JD‐R) theory lens (Bakker & Demerouti, 2017). With the diary study, we capture daily fluctuations of perceived isolation and its antecedents and consequences. Results show that (a) where distributed team members work, and (b) how much they communicate, contribute to the degree to which distributed team members may feel isolated. The combined results of the diary study and the time‐lagged field study show that 1) perceived isolation, and 2) perceived isolation combined with high role ambiguity, contribute to experiences of helplessness. Subsequently, feelings of helplessness hamper the level of perceived team implicit coordination. Theoretical and practical implications for managing distributed teams are discussed.