Analysing Project Team Commitment through Virtual Team Efficacy and Locus of Control under Mediation of Team Cohesion

Abstract

The growing prevalence of virtual collaboration in the software industry has created new demands for understanding how psychological and team-based dynamics influence project outcomes. In Pakistan’s software sector, where project-based work is increasingly carried out through virtual teams, identifying the drivers of team commitment is essential for strategic management and performance optimization. This study explores the influence of virtual team efficacy and locus of control on project team commitment, with a particular focus on the mediating role of team cohesion. The aim is to identify the psychological and structural factors that support team engagement and performance in virtual environments. The research is grounded in theoretical perspectives including Social Cognitive Theory, which explains how individual and collective confidence influence task engagement, and Locus of Control Theory, which highlights how perceptions of personal control affect motivation and behavior. The Team Cohesion Model and Strategic Management Theory further inform the analysis of interpersonal dynamics and organizational alignment in remote work contexts. Key concepts in this study include team efficacy, internal motivation, trust, cohesion, and strategic leadership within distributed teams. A quantitative research approach was employed to gather data from professionals in the software industry who regularly operate in virtual project teams. The data collection was conducted through a structured questionnaire administered online, targeting IT professionals working in various software houses in Pakistan. A cross-sectional design was chosen to capture a snapshot of the current state of virtual team engagement and commitment. The findings suggest that both virtual team efficacy and internal locus of control are important predictors of project team commitment. Individuals who are confident in their team's virtual capabilities and who believe in their ability to control their work outcomes tend to show stronger dedication to team goals. Although team cohesion is positively associated with commitment, it does not serve as a significant mediating factor between the psychological traits and commitment outcomes. This indicates that commitment in virtual environments may depend more on individual-level motivation and confidence than on group dynamics alone. The study contributes to the field of strategic human resource and project management by providing insights into how software houses can enhance employee engagement in virtual settings. It emphasizes the importance of promoting individual agency and developing confidence in virtual collaboration, while also recognizing the supporting role of cohesive team relationships. These insights may inform recruitment, training, and leadership practices tailored to the needs of distributed software teams.