The Ethical Implications of Virtual Interaction

Kevin W. Rockmann, Gregory B. Northcraft

Research output: Chapter in Book/Report/Conference proceedingChapter


Virtual forms of organizing are increasing in today's organizations, with virtual teams being one of the most popular ways to bring distributed individuals together to work on tasks and make decisions. However, theory suggests that the factors that drive unethical behaviors in teams - such as deindividuated communication and impeded identification - are the same factors that characterize interaction in virtual teams. This suggests that virtual interaction may make teams particularly vulnerable to unethical behaviors such as opportunism and deception. This chapter maps out a theoretical model to better understand when unethical behaviors are likely to occur in virtual teams, and what virtual team characteristics might help to mitigate the likelihood of such behaviors.

Original languageEnglish (US)
Title of host publicationResearch on Managing Groups and Teams
EditorsAnn Tenbrunsel
Number of pages23
StatePublished - 2006
Externally publishedYes

Publication series

NameResearch on Managing Groups and Teams
ISSN (Print)1534-0856

ASJC Scopus subject areas

  • Business, Management and Accounting (miscellaneous)
  • Organizational Behavior and Human Resource Management


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