The effects of physical distance between members of geographically-dispersed groups are currently the subject of some debate. Indeed, recent developments in telecommunications have led some authors to conclude that distance have been destroyed or conquered. Whereas others argue that physical proximity remains essential to the functioning of groups, and that ?distance is not dead? (Olson &?Olson, 2002). There are as many sceptical points of view about the future of dispersed work teams as positive points of view.
The aim of the present paper is to better understand the meaning and experience of physical distance and its effects on dispersed work groups from psychosocial and organizational literature. First, we propose a conceptual analysis of physical distance considering that this concept could be subjective and multi-dimensional. As other constructs (e.g.,?time), distance among team members is not entirely objective, it includes multiple facets: spatial, temporal, configuration, structural, and social. The impact of distance on dispersed work teams depends on the combination of these different facets. Second, we present some results demonstrating that the effects of physical distance depend on group processes which are measured during the distant collaborative activities. Specifically, the analysis highlights the different effects of physical distance on task-related interactions (coordination and mutual understanding) and sociorelational interactions (cohesion and social identity). It appears for example that it is not?necessary to create sophisticated virtual environment to enhance cohesion and identification between members of dispersed work teams.
In the conclusion, some perspectives for future research are also suggested concerning the potential influence of moderators, including task characteristics, psychological attributes to individuals and organizational values. Team members? effectiveness in collaborative activities could be improved by considered these individual and contextual moderators. We conclude finally by suggestions and implications and underline the need for managers of virtual teams to have technological, psychological, and organisational competences.