A virtual world can be defined as a computer-simulated world with specific physical and spatial characteristics. Virtual worlds users interact with one another by representing themselves called "Avatars” (Girvan, 2018). The avatar provides a platform on which users can experience the virtual world—the appearance and abilities of avatars help enhance and improve user experience and interaction with others.
For a virtual world, it must have the capacity to support multiple users' logins concurrently without any glitches. Such is only possible when each user can connect to the primary server through either a public or local network. Moreover, a virtual world should have the required communication tools such as text and voice-based media, and it should also necessitate the uploading of symbols and images when needed. A virtual world should have the necessary content creation tools such as 3D meshes that facilitate uploading content created through external software packages (Girvan, 2018). A virtual world should have a client-server architecture facilitating retaining of some of the users' activities, the location of people and objects in the case where the users are logged in or otherwise (Girvan, 2018). Besides, a virtual world should have the right technology that gives users a graphical representation of the virtual world's shared space and all the users and objects sharing the virtual space.
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A virtual world differs from a traditional workspace in terms of location. A main physical address characterizes a traditional office, while a virtual world does not have a particular location. Such makes it possible for workers to work at any time and helps cut down travel costs and time used in going to a traditional workspace. A virtual workspace provides less rigid working hours than a traditional workspace where employees are needed in the office at specific hours to meet clients’ expectations. With more flexibility on time, a virtual world aids employees' complete responsibilities as it is more task-oriented and accountability is more focused on the results than office attendance, which is the case in a traditional office setup (Liao, 2017). A virtual office is less costly compared to the traditional workspace. Such is because virtual offices do not need to rent office space or parking spaces for employees, and utilities such as electricity are not paid. Such helps in cutting down unnecessary overhead costs, thus proving to cheaper.
A virtual team can be regarded as a group of individuals who work together through the internet. One of the benefits of virtual teams is that it helps in accessing the global talent and highly skilled professions more easily. Such is possible because virtual teams do not have to be at the same location; therefore, it becomes easier to hire anyone from across the globe to work in your virtual team. Furthermore, this is can also be cost-effective as one can acquire highly skilled professionals from less expensive countries. Virtual teams help reduce overhead costs when companies are expanding, requiring them to have more employees and increased office space, utilities and working equipment. Virtual teams make it possible to hire employees across different time zones, which is ideal for companies seeking to maintain round the clock availability for their clients (Liao, 2017). Virtual teams are crucial in ensuring the most urgent and relevant company meetings take place. Such ensures no time is lost, thereby increasing productivity. Virtual teams are beneficial to the employees as they do not have to commute to work daily. Therefore, it saves them the daily stress encountered during the morning rush hour and time, which could be used in exercises and other health-related activities, increasing their overall productivity.
References
Girvan, C. (2018). What is a virtual world? Definition and classification. Education Tech Research Dev , 66 , 1095. https://doi.org/10.1007/s11423-018-9577-y
Liao, C. (2017). Leadership in virtual teams: A multilevel perspective. Human Resource Management Review , 27 (4), 648-659. https://doi.org/10.1016/j.hrmr.2016.12.010
