In today’s corporate landscape, team innovation plays a critical role in maintaining competitive advantage, as organizations increasingly rely on project teams to develop creative solutions and implement new processes or products. However, the shift toward more virtual and hybrid work environments, accelerated by the COVID-19 pandemic, has introduced significant communication
challenges. Effective communication, characterized by clear information exchange, timely feedback, and mutual understanding among team members, is crucial for facilitating collaboration and driving innovation. This research investigates how varying Levels of Virtuality (LoV) influence communication methods within corporate project teams and explores how these methods adapt across different stages of innovation, from idea generation to implementation. By addressing these challenges, the study aims to provide insights into optimizing communication strategies for enhanced team performance.
Using a deductive approach, the research conducted semi-structured interviews with project managers and team members across three technology-focused companies. The research draws upon contingency theory to establish a framework for the analysis, highlighting that there is no single best communication strategy for all teams. Instead, the effectiveness of communication methods is contingent on factors such as the stage of innovation and the team's Level of Virtuality (LoV). LoV refers to the extent to which team members interact through virtual means rather than face-to-face communication, ranging from fully remote to entirely in-person work environments. The research identifies that during the Idea Generation phase, informal and synchronous communication methods (e.g., brainstorming sessions, face-to-face meetings) are most effective for fostering creativity and spontaneity. Conversely, during the Implementation stage, formal and asynchronous methods (e.g., emails, reports) become more critical to ensure coordination and accountability. The research concludes that for corporate project teams to optimize their innovation outcomes, they must adapt their communication strategies according to both the stage of innovation and their Level of Virtuality (LoV). Project managers should actively encourage informal and synchronous communication
methods, such as brainstorming sessions and video calls, during the Idea Generation phase to foster creativity and spontaneity. In contrast, during the Implementation phase, they should introduce formal, structured methods like project management tools, detailed reports, and scheduled check-ins to ensure coordination and accountability. Additionally, managers must consider their team’s LoV when selecting communication tools. For high virtuality environments, prioritizing synchronous tools like video conferencing and collaborative platforms can reduce misinterpretation and maintain immediacy. In low virtuality settings, project managers should leverage face-to-face interactions for discussions while integrating asynchronous tools, such as shared documents and emails, to maintain effective
documentation and coordination. The research concludes that for corporate project teams to optimize their innovation outcomes, they must adapt their communication strategies according to both the stage of innovation and their LoV. Practical implications for project managers include the need to carefully select communication methods that suit both the current phase of the project and the team's virtual work environment. Additionally, the research highlights the importance of organizational support in providing the necessary tools and training to ensure effective communication in hybrid and virtual settings. In conclusion, the research highlights the complex interplay between LoV, stages of innovation, and communication methods, demonstrating that effective team communication is contingent on these factors. By recognizing and addressing these contingencies, corporate teams can enhance their communication strategy.