Communicating via Video Conferencing: The Mediating Effect of Member Influence Disparity on Task Performance

Although geographically dispersed organizations increasingly rely on virtual platforms to collaborate, virtual communication can undermine key team processes and outcomes. Prior research has largely focused on individual-level explanations, such as cognitive strain or "Zoom fatigue," for these challenges. We extend this literature by proposing that virtual communication also reinforces hierarchical structures by amplifying disparities in member influence during decision-making. In a controlled experiment comparing video conferencing and face-to-face teams, we find that disparities in member influence are significantly greater in virtual teams, which in turn reduces task performance. These findings highlight a critical, group-level mechanism through which virtual communication shapes communication patterns and outcomes, beyond previously identified individual-level factors. By identifying disparity in member influence as a key mediator, this study advances theory on virtual communication, group hierarchy, and decision-making and offers practical implications for reducing hierarchical distortions and fostering more equal-level conversations that enhance team effectiveness.