The perceptions of virtual members of project meetings about sharing work-related knowledge with other members

Knowledge sharing is widely acknowledged as a critical driver of individual performance, team collaboration, and organizational innovation. While the dynamics of knowledge sharing have been extensively studied in traditional work settings, its enactment in virtual contexts remains insufficiently explored—particularly in light of the rapid global transition to remote and hybrid work models accelerated by the COVID-19 pandemic. As organizations increasingly rely on geographically dispersed project teams, digital transformation and globalization have introduced new modes of collaboration that conventional frameworks fail to adequately address. This qualitative study investigates the perceptions of project team members regarding their experiences with sharing work-related knowledge during virtual meetings. Specifically, it explores four interrelated areas: (1) perceptions of participating in virtual meetings, (2) perceptions of knowledge sharing during these meetings, (3) reflections on the outcomes of sharing knowledge remotely, and (4) challenges encountered in virtual knowledge-sharing processes. Drawing on an interpretive description methodology, the study engaged twelve professionals from diverse industries through semi-structured interviews and critical incident techniques. Thematic analysis framework has used to identify recurrent patterns in participant narratives. Seven major themes emerged from the data: adapting to new ways of doing work; understanding the virtual meeting context; using the right technology in the right situations; making sure all members participate; growing connections so others know about me; communicating with cross-cultural team members; and managing emotions in virtual environments. These themes reveal that knowledge sharing in virtual settings is shaped not only by the technological tools used but also by gender, social, cultural, and emotional factors. Participants emphasized that while digital platforms such as Zoom, Teams, and Slack facilitate remote collaboration, meaningful knowledge exchange also depends on trust, psychological safety, and the ability to build and sustain interpersonal relationships. The study makes significant contributions to Human Resource Development (HRD) theory by underscoring the need for socially grounded frameworks that address the relational dimensions of knowledge sharing. It challenges the overemphasis on digital infrastructure by highlighting the importance of informal communication, social capital, and cultural sensitivity in virtual knowledge environments. Practically, the findings offer actionable insights for HRD practitioners and organizational leaders. Recommendations include implementing resilience-building programs to support employees’ adaptability, designing inclusive virtual cultures that encourage participation across diverse teams, and fostering Virtual Communities of Practice (VCoPs) to enable informal, cross-functional collaboration. Future research should examine how social capital is cultivated and sustained in virtual contexts, particularly within multicultural and geographically dispersed teams. Additionally, further inquiry is needed into the mechanisms by which digital platforms can support relational networks and promote sustained, high-quality knowledge exchange in remote work environments.

Name thesis:degree_name

Ph.D.

Level thesis:degree_level

Dissertation

Discipline thesis:degree_discipline

Educ Policy, Orgzn & Leadrshp

Grantor

University of Illinois Urbana-Champaign

Year dc:date

2025

Author dc:creator

• Mazid, Sadia

Contributors dc:contributor

• Jacobs, Ronald L.
• Witt, Allison
• Oh, Eunjung Grace
• Avent, Cherie

• knowledge sharing
• virtual team members
• remote and hybrid meetings
• perceptions and challenges.

Statement dc:rights

• I would like to put an embargo as it is under publication process based on consulting with my advisor.

Language dc:language

en, eng

Handle dc:identifier

https://hdl.handle.net/2142/129689

OAI record oai:identifier

https://www.ideals.illinois.edu/oai-pmh?verb=GetRecord&metadataPrefix=etdms&identifier=oai%3Awww.ideals.illinois.edu%3A2142%2F129689