Course material

1. Synthesis of articles, questions and analysis and create grid
business question and need support to help me learn.
Use the attached document to complete the following assignment.
Find three research articles in your chapter 2 (PFA Chap 2 document); the article has to be
from referred docs and as close to the relevant topic.
Identify the problem being solved/addressed.
Write the research questions, sources of data, and analysis.
Pay particular attention to the problem being solved.
Please use the following grid template to answer your response.
Requirements: 4 pages
The Effect of the Various Virtual Moderator Usage in Knowledge Transfer and its
Relationship to productivity in the Business by Measuring the Project Success Rate
University of the Cumberlands
December 2023
Approval for Recommendation
This dissertation is approved for recommendation to the faculty and administration of the
University of the Cumberlands.
Dissertation Chair:
Dissertation Evaluators:
Acknowledgments
List of Figures
Figure 1: Virtual Communication in a High Cultural Difference Context ……………… 26
Figure 2: Virtual Communication in a Low Shared Language Commonality Context …. 28

2. Introduction
The development of knowledge management as a distinct domain has been
influenced by research in various disciplines, including psychology, sociology, and
philosophy. Over the past five to ten years, the field of knowledge management has been
influenced and extended by research into leadership development systems, change
management, organizational theory, systems theory, organizational development, and
artificial intelligence. It entails a process through which knowledge moves between a source
and a recipient, influencing certain functions and activities of the organization. One crucial
factor in understanding is that knowledge can be transferred regardless of the hierarchy in
the organization. In this case, information, and knowledge flow from all levels of the
organization irrespective of authority or power, with both employees and management
exchanging insights and information that can prove valuable in influencing the development
and growth of the organization. Adler (2008) notes that knowledge can be seen as
experiences, information with added value, understanding of the context, or insights and
information based on the frameworks of understanding that live in the minds of groups or
individuals and need to be managed well to provide explicit knowledge.
It is essential to note that knowledge transfer should not be confused with training. Rather,
it is simply the circulation of information, facts, and data that influences the acquisition of
knowledge and information that can be used to improve employees' productivity. It also
entails identifying and harnessing team members' adaptable skills and abilities to apply
data, consequently enhancing and expert-sing them. As much as knowledge transfer has
proven beneficial and increasingly advantageous for the growth and development of an
organization, current organizational knowledge transfer has been impeded due to
administrative communication channels. Communication is of the essence for effective
knowledge transfer.
This paper will investigate the impact of various virtual moderators on knowledge transfer
and its relationship to business productivity, as measured and analyzed by the project
success rate. Communication channels that can be leveraged to increase effectiveness will
be reviewed, with the paper integrating a quantitative approach to measure knowledge
transfer in organizations in the construction and healthcare industries. This study begins
with a theoretical explanation and analysis of earlier research on knowledge management
and employee productivity, including information sharing. Emphasis is also placed on
explaining the ways in which these factors affect employee productivity. A hypothesis based
on the aspects that the literature alleges to have a favorable association with employee
productivity concludes the literature chapters on knowledge sharing. The following
research objectives are designed to achieve this goal.
Discuss several studies on productivity, knowledge sharing, and their impacts on worker
productivity from an empirical and theoretical perspective.
Develop and gather information using a questionnaire that focuses on employee
productivity and knowledge sharing factors.
Develop a hierarchical multiple regression model with productivity as the dependent
variable and knowledge sharing as the independent variable.

3. Interpret the findings about the effects of knowledge sharing and the aspects on
productivity while explaining the interview-based regression results.
Based on the findings, provide recommendations on how to enhance an organization's
knowledge-sharing procedures and collaborative framework.
Despite the significance of the connection between sharing knowledge and productivity,
limited study has been done on how workers dedicate themselves to the process of sharing
knowledge and functioning in organizations with its impact on productivity. These factors
should be looked at in more depth because they are so crucial to the success of an
organization.
Problem Statement
Current organizational knowledge transfer practices have been impeded due to
organizational communication channels. The worldwide public sector is experiencing a
drop in individual employee performance, even though employee performance is a
fundamental factor in sustainable competitive advantage. Effective knowledge transfer
techniques facilitated by information communication technologies enhance individual
employee performance. IT is seen as a key facilitator of processes for transferring
knowledge. It is crucial for sharing explicit knowledge inside an organization since it fosters
communication and promotes group learning. Effective knowledge transfers techniques
with IT support enhance staff effectiveness.
There isn't much empirical research linking employee performance to the transfer of
knowledge within organizations globally. Current organizational knowledge transfer
practices have been impeded due to organizational communication channels. To fill the gaps
that had been found, the study looked at how the different ways virtual moderators were
used in knowledge transfer and how that affected business productivity by measuring the
project success rate.
Chapter Two
Review of Literature
The Concept of Virtual Organizations and Knowledge Transfer
Virtual organizations emerged in 1990 and were previously known as digital organizations
(Chadwick, 2007). Simply speaking, a virtual organization is a cooperation network made
possible by the advancement and development of technology. Alternatively, a virtual
organization can be referred to as a social network that does not operate within the bounds
of horizontal or vertical boundaries. It is a boundary-less organization comprised of
individuals working from different geographical locations and cities worldwide (Brannen &
Salk, 2000). Alternately, a virtual organization is a social network in which all horizontal
and vertical borders have been erased. It is a boundary-less organization in this sense. It
comprises of people working from physically scattered work locations, or even people
working from mobile devices and not bound to a specific workstation. ICT is the foundation
of a virtual organization. It is ICT that organizes operations and integrates workers' abilities
and resources with the purpose of achieving a shared goal established by a virtual
organization (Carte & Chidambaram, 2004).
Managers in these organizations use computer system linkages to coordinate and regulate
external contacts. In the current world of technology, the virtual form of organization is

4. growing. The examples of mega brands and industries like Nike, Reebok, Puma, Dell
Computers, HLL, and other well-known companies that work virtually. Ideally, there are key
characteristics and identifiers of virtual organizations. For instance, it is valid to point out
that virtual organizations are in cyberspace or rather web based. Apart from that, they are
also geographically spread i.e., they can occur in multiple sites. Virtual organizations also
use a combination of resources to accomplish a specific goal (Brannen & Salk, 2000).
Virtual organizations are also characterized by remote working, with employees leveraging
various technological means to communicate with colleagues and convey information. With
ICT being the backbone of virtual organizations, the coordination of activities, skills, and
resources is done digitally (Carte & Chidambaram, 2004). In this case, the management
leverages metrics and tactics that can be used to greatly enhance the communication
process, ensuring that each project member is versed in the technicalities of the project and
what it would take for it to succeed. The coronavirus pandemic played a substantial role in
developing these virtual organizations. Organizations had to adopt new business ways to
survive under new regulations and policies. Many organizations switched to remote
working, embracing techniques and strategies that would enable and ensure the
continuation of their businesses (Wu et al., 2006). Virtual organizations were consequently
adapted, with management discovering the significant number of benefits and advantages
that could be accrued.
According to research by Ipe (2003), virtual organizations comprise three primary relativity
dimensions that orient and influence the work processes and relationships between
workers and leaders. These include space, time, and structure. When it comes to space,
virtual organizations aggregate the knowledge activities of their knowledge workers located
in different locations using technologies such as the internet. Time, on the other hand,
pertains to the ability of the worker to communicate knowledge and information in a timely
and relevant manner. The success of the projects embraced by virtual organizations is
inherently dependent on the ability of the workers/employees to communicate knowledge
in a timely and effective manner (Ipe, 2003). In this case, knowledge and information
communication should be relevant to the project in the required time as delays could
significantly affect and influence its scope. When it comes to structuring, knowledge
workers need to be able to deal with the fact that their work environment is getting faster
and changing all the time (Ipe, 2003).
Healthcare institutions have leveraged knowledge transfer in practice, planning, and
policymaking through interactive engagement with pertinent audiences. Healthcare
institutions are turning towards online education programs that provide patients with
information regarding alternative ways of treatment at home or in their community. A
prime example of this is an organization called www.obgyn.med.umich.edu, which provides
learning material on alternate forms of treatment such as yoga and acupuncture at the
patient's convenience – which can be accessed through a mobile device or traditional
desktop computer (Franko, & Tirrell, 2012).
In this case, information and knowledge are transferred from one professional to the other,
with the primary purpose being the provision of collaborative healthcare to the patient.
While it has been effective in influencing the desired outcomes, the knowledge transfer

5. process is greatly hampered and challenged by ineffective communication channels (King,
2011). In virtual settings, good communication channels are of utmost importance in
promoting the easy flow and sharing of knowledge and information. With ineffective
channels, the knowledge transfer process between the different healthcare professions is
greatly hampered, reducing the effectiveness and quality of the care provided to patients.
Collaboration and communication have been identified as key factors that affect the
project's scope and success (King, 2011).
Understanding that knowledge can also be transferred via virtual platforms such as Zoom,
video teleconferencing, and teams is vital. Virtual teams have consistently leveraged digital
platforms to communicate and conduct their operations in this case. Through applications
such as Teams and Zoom, these teams communicate about the scope of the project, the
budget, and the delegation of tasks and responsibilities. Zoom platforms integrate more
features compared to formal communication channels such as email (Brannen & Salk,
2000). The organization can leverage Zoom calls to provide further explanations and
insights on initiatives. While virtual communication doesn't entail face-to-face contact, and
talks may sometimes be somewhat stiff, this can make it easier to brainstorm and work
successfully. If just one person's microphone is engaged at any given moment, it can lead to
more democratic, fair cooperation (Brannen & Salk, 2000). The amount of scheduling and
logistical faff associated with a meeting is substantially lower with virtual meetings than
with in-person meetings. One does not have to worry or concern about hiring a room or
ensuring that your meeting place is large enough to accommodate all invited guests.
According to research, leveraged communication channels should depend on their
communicative capabilities. Good communication necessitates the exchange of information
that is crucial to workers in their commitment to the accomplishment of the organization's
mission (Cabrera, Collins, & Salgado, 2006). People who are unsure about what is expected
of them will either halt or wait for instructions, or they will make their own judgments, right
or wrong. People suffer dread of the unknown and develop fear of change in the lack of
timely and proper information. People are the motors of every organization, and the only
way to steer and drive them to success is via communication channel. It is an issue of
producing understandable material as well as sufficient communication routes, procedures,
and processes (Lin, 2007).
In this case, the management should choose a communication mode based on the message's
equivocality and the medium's richness. Depending on the type of message the organization
wants, management should ensure that the channel leveraged contributes toward the
understanding and comprehension of the recipient (Cabrera, Collins, & Salgado, 2006). For
instance, when leveraging Zoom or video teleconferencing, management usually discusses
things of great importance, providing employees with the opportunity to ask for
clarification where necessary. During the project, this medium can be used to help reach the
goals and objectives that have been set.
Horecica (2010) recommends an assessment of efficacy, effectiveness, and efficiency to
ascertain the success of the knowledge transfer process. The knowledge transfer process's
efficacy is measured by quantifying the actual rollout conducted after the user training
activities and the user test scores generated after that. Most project failures can be

6. associated with the lack of practical measurements before the knowledge transfer process
is rolled out. The size of knowledge transfer by analyzing the efficiency levels. In this case,
the number of problems the knowledge transfer team brought up should be compared to
the number of issues the implementation team worked on (Lin, 2007).
Several factors should be considered before choosing the medium of communication to
ensure efficient knowledge transfer. One factor to be considered is the ease of use of
communication technology (Horecica 2010). Many organizations introduce communication
technologies to their employees without training them on how to use them. However, some
communication technologies are complicated to use. As a result of technological
advancements and the COVID-19 pandemic, a lot of organizations today use virtual
moderators to transfer knowledge and information from one person to another. The
incompetence of some of the organization's members using this technology results in
information being impeded. This negatively affects organization projects, as it affects the
productivity of the team members working on the project (Lin, 2007)
It is essential to consider the urgency of the information needed the project's environment
and nature, and the required information's confidentiality and sensitivity. When
determining how successfully knowledge and information are transferred, the moderators
used to do so are heavily influenced by these many elements, (Cabrera, Collins & Salgado,
2006). In addition to norms or restrictions imposed by the government or a business sector,
project implementation information systems may constrain results. There is a possibility
that limits imposed by policies, procedures, and processes, revolving around rules for
managerial communication could impede or, at the very least, influence information
transfer. Poor performance results in poor productivity in projects (Lin, 2007).
Media richness theory and organizational transfer of knowledge
Rich media communication impedes the organizational transfer of knowledge majorly
because it is ineffective alone as a medium of communication to its receivers and subjects.
Rich media communication as a theory refers to communication media that evaluate
different forms of communication in terms of how 'richly' they do. It originated in academic
studies on organizational information transfer in the workplace. According to Chris Drew
(2022), rich media is ineffective since one would need to use a lean medium to make a
short, blunt, and quick point on the subjects. What do we mean by rich media, and how is it
relevant to the organizational transfer of knowledge and productivity in business?
Chris Drew (2022) points out that, in essence, a rich communication medium can reach and
convey every nuance of a message perfectly to the receiver. It has been observed that
scribes, who use it, represent their thoughts in writing in a very effective manner. This is
because the medium of handwriting helps them convey their ideas and thoughts with
utmost accuracy. It includes all the aspects of equivocality and achieves that through
multiple means of communicating the message (Badrinarayanan, 2008).
On the other hand, lean communication media has a limited means of communicating the
message from the company to the receiver and little certainty of conveyance. For instance, a
lean approach to communication conveys blunt, indirect messages with a bit of nuance to
the receiver. Organizations employ rich media to convey messages targeted at a single
person to whom they want to provide support. This approach is also vital in explaining and

7. debating important concepts to clients and subjects. Since lean media offers a better
medium for communicating than rich media, it makes it ineffective and thus an impediment
to using rich media in the organizational transfer of knowledge (Sherifkani et al., 2016).
According to Daft and Lengel's hypothesis (1986), media richness depends on four factors:
(1) The medium's ability to provide quick feedback,
(2) The quantity and diversity of cues and channels,
(3) The degree of intended focus on the recipient, and
(4) The degree of linguistic variation.
Because there are more channels available when a medium has a larger social presence, the
communication is warmer and more immediate (Daft, & Lengel, 1986).
The study by Daft & Lengel (1986), further shows that organizational transfer is also
impeded by the use or lack of the significant aspects of media communication richness,
which comprise the informational immediacy of feedback, cues, personal focus, and variety
of language. The authors emphasize a poignant element of organizational transfer of
information and knowledge by noting that asynchronous non-interactive media does not
have the same level of depth as synchronous interactive media. Chris Drew (2022)
illustrates examples of rich media. As Chris (2022) pointed out, the second rich medium is
virtual communication. While virtual communication is not as effective as face-to-face
communication, it is effective in conveying messages to receivers who are far away.
Compared to presentations and lectures, which lack immediate feedback, they have a
language variety and media variety, which helps the receiver better comprehend the subject
of communication.
Uncertainty in communication and media richness is the gap between the knowledge at
hand and the knowledge required to solve a problem and give an answer. Therefore, virtual
communication and media signify a need for a more informational approach to resolving an
issue. While information lean media has minimal distractions, virtual communication is
ineffective and dubious in sharing and transferring knowledge and information (Sherifkani
et al., 2016). In essence, according to Chris Drew (2022), rich media in virtual
communication for the transfer of knowledge and information in business provides
immediate feedback and offers a variety of information for conveying messages and a
diverse set of cues for conveying messages. This study gives a comparison. However, it does
not provide a full glimpse of what it is like to have virtual communication as the ideal
medium for communication and knowledge transfer.
Effectiveness of virtual moderators and communication channels
The effectiveness of virtual moderators and communication channels are studied across five
studies. The findings of these studies indicate that, on average, virtual moderators have
positive effects on satisfaction levels and participation rates; however, this effect is
moderated by user education level. Virtual moderators may be personally effective for those
with low education levels but ineffective for those with high education levels due to their
lack of ability to communicate effectively with both non-respondents and respondents who
do not agree with them.
The effectiveness of telecommuting in organizational sharing and transfer of information
can be viewed from different perspectives. Telecommuting is an incredibly prevalent work

8. style that has drawn noteworthy awareness from academics and professionals alike. The
recent technological advancements that enable internet connections at ever-affordable
costs, operating away from the office as a telecommuter, are becoming increasingly
accessible to many employees worldwide (Allen, Golden, & Shockley, 2015). Researchers
and practitioners have debated the benefits of working away from the office since the
concept was first introduced in the 1970s. It is a considerable divergence from how
businesses have previously conducted themselves. The many varied definitions and
conceptual frameworks of videoconferencing, as well as the many different sectors in which
it has been studied, have made understanding its consequences more difficult.
The research provides a concise overview of the development of telecommuting and its
increasing prevalence. It begins with a discussion of the definitional issues inherent within
the previous studies and then offers a detailed definition of telecommuting that is anchored
on the already available research. The first thing that the review does is point out how
important it is to evaluate previous findings with an awareness of how the level of
telecommuting experience that individuals in research have been likely to affect the
inferences that can be taken from that experience and the findings of research concerning
critical contextual factors that can impact telecommuting. These factors include the scope of
the job that is conducted while telecommuting and interpersonal relationships such as
knowledge transfer and advancement. The study also covers the organizational behavior
and support that may help shape the experience of telecommuting. To educate readers
about the current state of the national discussion and its consequences for legislation, a few
examples of laws and policies pertaining to telecommuting have also been included in this
article. The suggestions for telecommuting theory and practice offered as the synthesis ends
attempt to enhance the quality of the data on telecommuting and highlight areas of study
that require further development. The main aim of this study is to review the research done
on telecommuting and its significance in the organizational transfer of information. They
focus on the atrocities and intricacies of telecommuting by focusing on the setbacks.
Videoconferencing is a virtual approach to organizational communication that affects the
productivity of a business by lowering business travel; she shows that the future of the
industry is online and that virtual communication is an appropriate tool for business
(Bayern, 2019). According to the study, employees consistently use videoconferencing tools
to conduct operations and positively impact the corporate culture by making flexible
schedules and remote work fixtures (Jensen et al., 2018). In essence, this article emphasizes
the benefits of videoconferencing, such as a healthier work-life balance and less travel,
which saves money, collaboration, and better productivity. Additionally, according to
Bayern (2019), the future of business is based on virtual information, knowledge sharing,
and transfer.
The most widely used concept of knowledge management is the notion of the three
knowledge domains: technical, business, and social. This model is based on distinguishing
between the technical and non-technical domains. The latter domain is considered less
valuable in terms of resources and human effort. Knowledge management is an approach to
sharing information among specialists, managers, and other employees so that it can be
retrieved at any time. It is most commonly used by decision-makers in organizations as they

9. need to make quick decisions on new opportunities and risks. The concept of knowledge
management can be applied in many areas, such as real estate, insurance, financial services,
and manufacturing, amongst others (Jensen et. al., 2018).
Another means of applying the concept of knowledge management is through the resource-
based perspective theory, which was developed by Zachary (2019). It aims to explain the
underlying factors that contribute to a company's long-term competitive advantage.
Zachary (2019) used a resource viewpoint to examine the origins of products and,
ultimately, organizational success. He held that organizations diversified based on the
resources at their disposal and continued to amass through acquisition practices. The
notion that a corporation is a set of capabilities forms the foundation of the theory.
Successful companies and failed ones are essentially distinguished by each organization's
unique resources and capabilities. However, resources and capabilities may not always be
the foundation for a firm's competitive edge. The resources and capacities of organizations
are regarded as collections of material and immaterial assets. The term "tangible" refers to
things that can be quantified. These include things that are technological, organizational,
physical, and financial (Jensen et. al., 2018).
The impact of knowledge transfers on organizational performance
Several factors come into play if there has to be successful information transfer in an
organization using communication technologies. In many cases, not all people can keep up
with these factors, which negatively affect organizational productivity (Zamfir, 2020). For
example, when using moderators like Zoom, the receivers should be able to evaluate the
credibility of information and create their natural sense of trustworthiness and credibility
by paying attention to the words, expressions, and nonverbal cues of the person
communicating with them. The evaluation of credibility is important because if one is
presenting information that appears to be credible but actually isn't credible, then the
audience has no way of making the best decision based on their information. In other
words, even though the audience may have been happy with the presentation and
conclusion that they had reached before they utilized zoom, they would most likely change
their minds after seeing incorrect information (Bild et al., 2021). In addition, she explains
the significant number of elements, which are complicated and interwoven, affect
knowledge transmission.
Ideal examples of elements analyzed which negatively impact information transfer are
cultural norms, the difficulty of sharing information across national boundaries, and
cultural norms. A person affected by various external and internal elements, including their
own experiences, might perceive the information being presented to them differently.
Considering the challenges that the COVID virus brought to our planet, many people were
affected differently (Zamfir, 2020). Some life experiences can either be favorable or
unpleasant. These kinds of people interpret information differently. Because many
organizations shifted their communications from physical to virtual conversations, different
people's productivity was negatively impacted due to the stated factors.
On the other hand, it points out that a variety of signs point to the successful transmission of
information when it comes to the process of putting knowledge into practice and leadership
(Sharifkhani, Pool, & Asian, 2016). The study points out that it is essential to recruit and

10. then train managers to facilitate a more comprehensive exchange of information and best
practices between nations and organizations. This will enable them to be in a position
where they can train the organization members they are working with on how to use
communication technologies effectively. As a result, productivity will be boosted, leading to
better project performance (Sharifkhani, Pool, & Asian, 2016).
Theoretical Framework/Background
The media richness theory proposes that team members should inherently engage in
communication and knowledge sharing to reduce the project's complexity or tasks (Ishii,
Lyons & Carr, 2019). The theory suggests that rich media should be leveraged for complex,
equivocal messages. In contrast, leaner media forms should be used for sharing simple and
explicit information, or what is commonly termed canonical information. Questionable
statements, in this case, integrate information about questions that lack clear and definite
answers. These have proven to be increasingly challenging in the healthcare sector and the
construction industry (World Bank, 2014). According to the media richness theory,
equivocality often arises when a given task is left open to diverse and varying
interpretations embedded in contextual knowledge.
In contrast, canonical knowledge is less dependent on contextual cues. The theory by Barry
& Fulmer (2004), assumes that the richer the media is, the more cues will be provided for a
given task, and the more equivocality will be reduced. Studies have ascertained that virtual
team members leverage rich media such as video conferences and mobile phones for lean
media, equivocal knowledge, and canonical knowledge (Barry & Fulmer, 2004). In this case,
the critical question of communication is whether this knowledge sharing using the
identified forms of media is affected and influenced by the differences in language and
culture (Barner-Rasmussen & Aarnio, 2011). With virtual teams operating in distinct
environments, culture and language have been identified as communication barriers,
limiting the sharing of information and knowledge and affecting the projects' success.
The Media Richness Theory's central tenet is that oral media, such as face-to-face
communication and telephone calls, are more detailed than written media, such as
documents and reports. Additionally, synchronous media are richer than asynchronous
media, such as telephones, compared to those that interpose delays between the origination
of communication and its completion, such as email. Rich media makes it easier for
managers to transcend multiple frames of reference and allows them to digest complicated,
subjective communications, which helps reduce ambiguity. Low-richness media handle
fewer stimuli, limit feedback, and are less suitable for addressing ambiguous issues. The
ability of low-rich media to interpret well-understood signals and shared data is a crucial
point (Ishii, Lyons & Carr, 2019).
Face-to-face communication is regarded as the richest kind of communication since it may
provide rapid feedback, convey a variety of cues, and employ natural language. The
telephone is a less rich medium than face-to-face conversation, with fast feedback but no
visual signals. To understand, people must rely on aural clues and language content. Due to
its textual and asynchronous characteristics, email scores low on the richness continuum.
Its low richness is also a result of the feedback's delay and the lack of cues. Email is a
method of interactive communication that enables note-or document-based communication

11. between individuals or groups of individuals. It is a computer-based, asynchronous
messaging system that uses text-processing and communication software to send
information quickly (Sprecher, & Hampton, 2017).
While the media diversity of these classic communication channels is frequently explored,
there are currently several new communication channels. They include videoconferencing,
social media, virtual project spaces, and instant messaging. However, contemporary
communication channels do not seem appropriate to adequately situate various sorts of
media in the media richness continuum, casting doubt on the original notion. In support of
this notion, a variety of extenuating factors are suggested in the literature. Sproull adds the
capacity to communicate with numerous people at once, the capacity to record and alter
communication flows, and the capacity to allow a search of messages electronically
(Zachary, 2019). According to Valacich, a medium can support many communication
episodes without interfering with episodes that may be taking place between the same or
various people (Zachary, 2019). This simply means that a medium can support multiple
conversations at once.
Indeed, the use of new media with a more profound character enables several
enhancements in people's general performance within an organization. As per Zachary
(2019), there is unmistakable proof that computer-mediated communication increases self-
reported productivity. In addition to making, it simpler to reach individuals, the use of
richer media enables an increase in both the quantity and quality of work produced.
However, the impact of the richness of conventional media shows that richer media have a
beneficial influence on productivity in addition to new media. It appears that improved
reachability, faster information sharing, and more and better-quality information work
together to promote productivity (Jensen, Moynihan & Salomonsen, 2018).
Culture: Over time, different authors have come forward to critique the simple models for
understanding the inherent cultural differences that affect knowledge sharing and
communication in virtual organizations (Ardichvili et al., 2006). The term "cultural
differences" refers to dissimilarities in fundamental cultural aspects such as rituals,
customs, core values, and beliefs. Cultural differences are primarily perceived to represent a
challenge and obstacle to communication and knowledge sharing, specifically when it
comes to exchanging notions and ideas (Wang & Noe, 2010).
Cultural barriers make it challenging for virtual team members to collaborate effectively,
introducing conflicts in the work environment that negatively impact the actualization of
the set goals and objectives. Studies have also shown that cultural differences may influence
knowledge sharing positively depending on the organization. The intercultural encounters
during the project make the contextual and tacit knowledge more explicit. To cover the
negativities associated with cultural problems, researchers have argued that organizations
should strive to combine rich media and ambivalent expertise, specifically in situations
where the cultural differences and distinctions between team members are outspoken.
Cultural differences in knowledge sharing and communication are important to consider
when working with different countries and cultures. Knowledge sharing is the exchange of
artifacts that have knowledge within a group, whereas communication refers to the
exchange of information across groups or organizations (Ardichvili, et al., 2006). Before

12. involving a company or organization around the world with discriminatory acts or
practices, do your research on where those discriminatory acts and practices exist within
the culture. Do not be ignorant of the consequences of what you might be causing.
Figure 1: Virtual Communication in a high cultural difference context
Language: According to research, when virtual team members share a common language,
communication frequency and knowledge sharing are significantly enhanced (Brett, Behfar,
& Kern, 2006). In virtual teams, the commonality of the language directly refers to the
degree to which individuals share a common language, for example, the English language.
This also extends to the proficiency of the word sounds and the grammatical conventions
and structures of the language leveraged. As English is often the common language
leveraged in most workplace settings, variations in the style of language and proficiency
usually exist between the group members (Baranek & Martz, 2005). These variations
significantly affect the communication process leveraged in the organization, influencing
the effectiveness of information flow and knowledge sharing. With variations in styles of
speaking the common language directly associated with decreasing communication
effectiveness, researchers have adopted the media richness theory to explain how these
challenges can be traversed. In this case, if rich media is used, the communication
effectiveness is inherently decreased, with the variations in communication styles directly
affecting the comprehension of the workers/employees (Brett, Behfar, & Kern, 2006).
The most essential contribution of global language instruction is the development of talents
that allow students to engage in culturally appropriate ways based on their understanding
of target countries' commodities, customs, and attitudes. Intercultural skills are developed
and applied by students in a variety of circumstances and with individuals from many
cultures. As a result, children learn to think critically and interact with others to solve
problems using readily available resources. In addition, reading for important ideas,
identifying supporting data, utilizing strategies to manage discussions, writing using
sentence frames, and presenting information for a variety of audiences and goals are other
examples. (Brett, Behfar, & Kern, 2006).
On the other hand (Barner-Rasmussen & Bjorkman, 2007), lean media communication
methods can prove effective in formalizing the messages and information disseminated. For
example, in companies where the language style is increasingly varied, management can
emphasize the necessity of communicating with emails, formalizing the messages, and
ensuring comprehension (Born & Peltokorpi, 2010). It is vital to understand that in virtual
teams, the richness of the media should directly correlate with the language make-up. In
this case, the media used should consider the team members' weaknesses and limitations,
and the team should take a better approach to help them deal with these problems.
Figure 2: Virtual Communication in a low shared language commonality context
Summary
During late 20th century, the first digital organizations appeared; they later changed their
name to virtual organizations. In these companies, managers make use of interconnected
computer systems to coordinate and control their interactions with external parties.
Famous virtual businesses including Nike, Reebok, Puma, Dell Computers, HLL, and others.
Employees in virtual firms often work from home and rely on a variety of electronic modes

13. of communication to stay in touch with one another. The global spread of the coronavirus
was a major factor in the formation of these online groups.
Knowledge employees in a virtual company can be situated anywhere, but their work is
combined with that of other knowledge workers by the internet and other technology. The
project's scope and effectiveness are highly dependent on the team's ability to work
together and share information effectively. Clear lines of communication are crucial for
facilitating the free exchange of information. Zoom, video conferencing, and groups all
contribute to the dissemination of information in the virtual realm. Communicating
effectively is the key to guiding and driving the people who power any business to success.
The problem lies in the lack of suitable channels, methods, and processes for
communicating what has to be said. The failure of most projects may be traced back to the
absence of useful metrics in advance of implementing a knowledge transfer strategy.
Knowledge and information flow from one person to another is facilitated by many modern
businesses through the usage of virtual moderators. Dissemination is hindered since some
staff members aren't computer savvy enough to use the available tools effectively. Because
of this, organizational projects suffer as team members' output suffers.
Each element of a message may be delivered with pinpoint accuracy when using a
communication medium that is both expansive and deep. Many businesses now use rich
media to send personalized messages to each of their customers. Taking this tack is crucial
when addressing complex issues with customers and lecturing on significant topics. In
contrast, the messages in lean media tend to be more straightforward and oblique. The use
or absence of media communication richness, which includes informational instantaneity of
feedback, signals, personal emphasis, and a variety of language, hinders organizational
transfer.
Virtual communication is inefficient and questionable for knowledge exchange and
transmission, whereas information-light medium offers few distractions. Many factors, both
inside and external to the business, influence how productive telecommuting may be for
information exchange and dissemination. Academics and working people alike have taken
an interest in the rising trend of telecommuting. The primary objective of this study is to
examine the literature concerning telecommuting and its relevance to the dissemination of
information inside organizations. Organizational efficiency may be improved using
videoconferencing since it eliminates the need for employees to physically meet in person.
Business in the future, according to Bayern, (2019) will revolve around digital information,
knowledge sharing, and transfer. A survey found that videoconferencing technology is
widely used within organizations. There are a lot of moving parts if a company must
effectively disseminate information with communication technology. By paying attention to
the speaker's words, facial expressions, and other nonverbal indications, listeners can
determine whether the information being presented is reliable. According to the Media
Richness Theory, sophisticated, ambiguous communications benefit greatly from the use of
rich media.
In contrast, simpler, more straightforward information is better conveyed through leaner
forms of media. The notion proposes that the more complex the media, the more clues there
will be to help with a certain job. Telephone interaction lacks the nuance of in-person

14. exchanges. Email is low on the media richness continuum since it is textual and
asynchronous. A higher output volume and higher quality are both made possible by the
employment of more sophisticated media.
Zachary (2019) claims that people are more productive while using computer-mediated
communication. Dissimilarities in defining cultural elements such as rituals, customs, basic
values, and beliefs are meant by the term "cultural differences." Virtual team members have
difficulties in working together due to cultural differences. Depending on the company,
cultural differences have been demonstrated to have a favorable effect on information
sharing. The term "commonality of the language" in the context of virtual teams refers to
the extent to which team members speak the same language.
This includes a command of grammar and the aural aspects of the language. Communication
breaks down when there are differences in how people use the same language. Formalizing
the messaging and information spread can be facilitated by lean media communication
strategies. It's crucial to keep in mind that the linguistic diversity of a virtual team should
directly influence the depth of the media used in meetings. Therefore, it is important that
the medium chosen to consider the strengths and limits of the team members.
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