ABSTRACT
The ongoing COVID-19 pandemic has accelerated the acceptance of virtual team collaboration as a replacement for face-to-face collaboration. Unlike face-to-face collaboration, virtual collaboration is influenced by unique factors, such as technology mediation. However, there is a lack of rigorous research that assesses the impact of virtual collaboration on the engineering design process. Therefore, the current study investigates the effect of virtual team collaboration on design outcomes by means of the model of influence, learning, and norms in organizations (MILANO) framework. To tailor MILANO for virtual collaboration, this paper first presents an empirical study of human design teams, which shows how model parameter values for face-to-face collaboration (like self-efficacy, perceived influencers, perceived degree of influence, trust and familiarity) differ from appropriate parameter values for face-to-face collaboration. The simulation results for both virtual and face-to-face collaboration show how design outcomes differ with collaboration mode. Unlike teams with a few well-defined influential individuals, the mode of collaboration does not have a significant impact on teams where all individuals are equally influential. Virtual collaboration also results in lower exploration and variety than face-to-face collaboration.