Alan Ainscough

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RE: Week 2 Discussion Alan Ainscough

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Describe at least two theoretical frameworks

you might choose for your research problem
and why.
How will your choice(s) of theoretical
frameworks affect the manner in which you
conduct your research?

1
My dissertation will look at virtual teams in a project management setting, I am interested
in Leadership and management styles and how effective this structure can be in
comparison with co-located structures. There a number of theories can be found in the
reading and all try to explain some facet of the topic. Given the subject matter, at this
stage there are two theoretical frameworks that appear to fit the bill in terms of what
Hanish and Wald describe as the answer to the why, how and when questions
(2011,p15).
For me, there two responses to the question at hand. On a macro level the dissertation
topic will lean on two frameworks

Organisational Theory This has structure,

behaviour, culture, process and project
management success or failure as major
themes.
Leadership Theory- This has management
style and communication as major themes.

Understanding the differences in structure between virtual and co-located teams will
involve a number of theories related to organisations and leadership. However, perhaps
on a more micro level there are three types of theories that may provide a basis for
analysis.
Staples and Webster suggest that research is needed that addresses ways organisations
can create effective virtual teams (2007, p61). They point to Social Cognitive theory as a
framework that shows how behaviour, personal and environmental factors interact and
are related. For them this is a way to look at the factors that may enable a member to be

an effective part of the team and looks at the environmental (external) effects on the
team. This sounds a promising area for a dissertation on team performance.
Hayward (2010) looks at Social Impact Theory which suggests changes in feelings,
motivations and behaviour occur in an individual as a result of the real, implied or
imagined presence or actions of other individuals (2010,p259). In a virtual team,
members do not (in general) have the presence of other team members and this may be a
factor in performance.
Crawford and LePine argue the case for a Configural Theory of Team Processes (2013),
this looks at team process interaction captured through structural configurations derived
from social network analysis (2013,p33). Their work looked at how teams perform by
looking at the interaction between the members, which would help in my dissertation.
I have outlined three theoretical ideas but as I see it, the two frameworks are within
Organisational and Leadership theory. There are many different theories within these
frameworks, which will become apparent through the research process.

2
The choice of theoretical framework will have key role in the direction of the research.
Easterby Smith et al (2008), point to different types of theory

Normative or how the world should be

Descriptive how it is
Analytic which takes a particular theoretical
perspective which emphasises some aspects
of work at the expense of others (2008,p5)
There are many different theories, but the
framework will impact upon the outcome of
the research. The role of theory as Hanish and
Wald note is that it aims to establish causal
relationships between and observed
phenomenon and factors that influence the
phenomenon as well as initial conditions
(2011,p15). This seems like a Positivist stance,
which is akin to a scientific approach, but that

there may be different interpretations from

observed phenomena may indicate a social
constructionist element to the idea of theory.
It can be expected that there will be a number
of different theories about the research subject
at hand, which seek to explain the same
phenomena with alternative interpretations.
This is somewhat at odds with the point made
by Stewart ,Harte and Sambrook (2010) who
make the point that a theory if it is valid and is
to have value provides and explanation with
general and perhaps universal application
(2010,p222)
What is clear is that the theoretical frameworks
chosen all need to explain which appears to
be the central point of a theory. My
dissertation will need to look at leadership
theories in the context of the structures that I
have selected to research. There are of course a
number of types of leadership theories, trait,
situational, and contingency for example that
can explain different facets of how teams are
lead. I also am interested in the structural
effect of virtual and co-located project teams
and there are also a number of types of
theory that can be employed such as the three
types noted above.
Which theoretical framework to be employed
will therefore be a key factor in exactly what
the research seeks to explain. Having a clear
understanding of the scope and aims of the
research would therefore seem to be a prerequisite to a selection of any particular
theoretical framework.
References
Hanisch, B, & Wald, A 2011, 'A project management research framework integrating
multiple theoretical perspectives and influencing factors', Project Management Journal,
42, 3, pp. 4-22, Business Source Complete, EBSCOhost, viewed 24 January 2014.

Crawford, E, & Lepine, J 2013, 'A configural theory of team processes: Accounting for
the structure of taskwork and teamwork', Academy Of Management Review, 38, 1, p. 3248, Scopus, EBSCOhost, viewed 24 January 2014.
Staples, D, & Webster, J 2007, 'Exploring Traditional and Virtual Team Members' "Best
Practices" A Social Cognitive Theory Perspective', Small Group Research, 38, 1, pp. 6097, Business Source Complete, EBSCOhost, viewed 24 January 2014.
Hayward, A 2010, 'TEAM COGNITION IN TECHNOLOGY-MEDIATED VIRTUAL
TEAMS', Proceedings For The Northeast Region Decision Sciences Institute (NEDSI),
pp. 259-265, Business Source Complete, EBSCOhost, viewed 24 January 2014.
Easterby-Smith, M., Thorpe, R. & Jackson, P., 2008. Management Research. Third ed.
London: SAGE Publications.
Stewart, J., Harte, V. & Sambrook, S. (2010) What is theory?, Journal of European
Industrial Training, 35 (3), pp.221-229