The Legitimacy Dance: Communicative Activities Within Virtual Teams Involved in Continuous Change
Open Access DepositedIn the dynamic realm of contemporary organizations, virtual teams have taken the forefront, propelled by technological advancements and the disruptive impact of the COVID-19 pandemic. Virtual teams are geographically dispersed teams that rely on digital channels to collaborate and achieve organizational objectives. However, there is a need for a better understanding of how new virtual teams navigate legitimacy and continuous change through interactions. This study aimed to understand the role of communicative activities in virtual teams or groups navigating continuous change, particularly the legitimization process in newly formed organizations. One research question was addressed: How does a virtual team legitimize itself through communicative activities in continuous change? By examining the interplay of other-than-human actors such as texts, documents, conversations, policies, forms, and graphs, the study underscores the intricate patterns shaping interactions among virtual team members using the communicative constitution of organizations (CCO) framework, specifically the version defended by the Montreal School of Organizational Communication. The study employed a data collection method using archives (document analysis and artifacts) and video-based observation, and the findings are presented in vignette forms to illustrate how ventriloquation is at work. The study contributes insights with implications for theory, empirical studies, and practice, contributing to the CCO field.
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