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The paper has two primary purposes: the first is to determine antecedents to commitment to a work team; the second to compare how antecedents to commitment differ between collocated and virtual teams.

Survey data were collected using 52 three‐member teams – 28 collocated teams and 24 virtual teams using graduate students from three countries.

Results indicate that team work processes and member effort have a significant, positive relationship with trust in collocated teams, but results for virtual teams show that member efforts is not a significant predictor of trust. Comparing collocated teams and virtual teams, collocated teams had stronger relationships (compared to virtual teams) between member effort and trust, and between trust and normative commitment. Virtual teams had stronger relationships (compared to collocated teams) between work processes and trust, and between trust and affective commitment.

Additional studies of longer‐term teams are needed to see if results remain consistent. One form of commitment (continuance), in particular, can be studied in long‐term teams.

Managers of work teams need to firmly establish a foundation of trust to ensure commitment of team members. Managers of virtual teams should particularly organize and communicate work processes to be followed by virtual team members.

Little research has been conducted examining antecedents to commitment to the work team, as well as commitment to a work team when work is conducted using technology (e.g. virtual teams). This paper fills a void in these two areas.

Seeks to determine the impact managerial controls have on the effectiveness of virtual teams. Using an experimental design compares self‐directed virtual teams to counterparts where behavior controls are used as a method of managerial control. The data were collected using 51 student teams of three or four members each from three different countries. The results indicate that the most satisfied team members were in virtual teams with effective coordination and communication. Members of self‐directed virtual teams report higher individual satisfaction with the team and project, while different control structures had no significant impact on virtual team performance. Future research should investigate how these findings generalize to organizational workers, rather than just looking at students. This paper is just a first step investigating one type of managerial control: behavior controls. The small amount of research that has been published on virtual teams has primarily concentrated on self‐directed teams. This paper compares results of team effectiveness by looking at both self‐directed virtual teams and virtual teams with behavioral controls enforced.

E‐Teaching as the use of information and communication technology (ICT) in education is of growing importance for educational theory and practice. Many universities and other higher education institutions use ICT to support teaching. However, there are contradicting opinions about the value and outcome of e‐teaching. This paper starts with a review of the literature on e‐teaching and uses this as a basis for distilling success factors for e‐teaching. It then discusses the case study of an e‐voting system used for giving student feedback and marking student presentations. The case study is critically discussed in the light of the success factors developed earlier. The conclusion is that e‐teaching, in order to be successful, should be embedded in the organisational and individual teaching philosophy.

The purpose of this paper is to present a case study, showing a local government's capacity in addressing energy consumptions and local greenhouse gases (GHG) emissions in its administration areas. This case demonstrates some strengths and weaknesses in the actions of local institutions to complement the national and European efforts in addressing climate change problems.

The paper starts by considering the need to address global changes by a multi‐level governance system, in line with the subsidiarity principle proposed by the European Commission for the implementation of its policies. According to this principle, different institutional levels should intervene through control and reduction of GHG emissions from their operational scale. In particular, this paper reports an ongoing activity of urban planning carried out by a local municipality of Northern Italy, Martellago (Venice Province), that has focused on the energy and GHG reduction as a priority.

The analysis identified some topics to be addressed by urban plans; their higher or lower effectiveness in respect to the climate change adaptation and mitigation needs; and some constraints to be addressed by an enforced integration of different administrative levels of governance.

This paper shows the importance of local planning in climate change issues, which is seldom considered, particularly in practice. In fact, while the elaboration of energy and urban plans is not mandatory for small municipalities, some voluntary actions – like for Martellago – show that their wide applications could contribute importantly to the efforts to decrease GHG emissions.