Inclusion and identification in virtual workgroups: (When) does leader-member virtual communication matter?

Creating and sustaining strong member psychological connections to the group is challenging in virtual teams. In such settings, can virtual communication with team leader foster member inclusion and identification? Further, because cultural and national diversity have been identified as a key characteristic of virtual teams (e.g., Gibson & Gibbs, 2006) can member cultural orientation directly and indirectly predict workgroup identification? To answer these questions, we develop and test a theoretical framework that integrates leader-member virtual communication, member cultural orientation, and perceived inclusion in decision-making to predict workgroup identification. Findings from a multi-level investigation based on sample of 234 virtual team members embedded in 41 virtual teams suggests that dyadic leader-member virtual communication directly and indirectly influences workgroup identification. Member cultural orientation predicts workgroup identification in complex ways. Allocentrism predisposes members to identify with the workgroup; however, sustaining identification of idiocentric members may depend on leader-member virtual communication.