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New: Does it Matter Which Citation Tool is Used to Compare the H-Index of a Group of Highly Cited Researc

New: Does it Matter Which Citation Tool is Used to Compare the H-Index of a Group of Highly Cited Researc | Virtual R&D teams | Scoop.it
h-index retrieved by citation indexes (Scopus, Google scholar, and Web of Science) is used to measure the scientific performance and the research impact studies based on the number of publications and citations of a scientist.
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Virtual R&D teams
Discuss everything about Virtual Teams and its application in New Product Development, R&D and Small and Medium Enterprises (SMEs). "Virtual teams will became as important as Web to companies" (Nader Ale Ebrahim)
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Virtual Teams: A Literature Review

Virtual Teams: A Literature Review | Virtual R&D teams | Scoop.it
In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizati
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Multiple Team Membership and Team Boundaries in Virtual Teams: Correlations with Emotional and Cognitive States and Effects on Behavioural Outcomes

Multiple Team Membership and Team Boundaries in Virtual Teams: Correlations with Emotional and Cognitive States and Effects on Behavioural Outcomes | Virtual R&D teams | Scoop.it
Eingang zum Volltext in OPUS Hinweis zum Urheberrecht Dissertation zugänglich unter URN: urn:nbn:de:hbz:385-9220 URL: http://ubt.opus.hbz-nrw.de/volltexte/2015/922/ Multiple Teammitgliedschaft und Teamgrenzen in virtuellen Teams: Zusammenhänge...
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The 4 Must-Use Tools to Help Virtual Teams Remain Focused

The 4 Must-Use Tools to Help Virtual Teams Remain Focused | Virtual R&D teams | Scoop.it
As technology grows remote co-founders, employees and contractors are becoming more common. Here are a few tricks to keep the team on the same page.
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Digital Learning Experiences - Inside Higher Ed (blog)

Digital Learning Experiences - Inside Higher Ed (blog) | Virtual R&D teams | Scoop.it
Digital Learning Experiences
Inside Higher Ed (blog)
Interaction can be much more immersive, involving data analysis, design projects, virtual explorations, and other hands on activities. ...
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Avnet's Training Innovations Bring Revenue Gains - InformationWeek

Avnet's Training Innovations Bring Revenue Gains - InformationWeek | Virtual R&D teams | Scoop.it
The IT team at Avnet, the No. 4 company in the InformationWeek Elite 100, spotted a new revenue stream by building on an acquisition's training platform. The project is on track to drive $30 million in revenue this year.
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Why purely virtual teams don't work

RT @rbacal: Why purely virtual teams don't work: Insightful article on why purely virtual teams… http://t.co/jAguxi545m Your thoughts? #bet…
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Virtues of Virtual Teams Staying Connected (Part 4 of 5) - Intertech Blog | Bullhorn Reach

Virtues of Virtual Teams Staying connected Part 4 of 5 http://t.co/J5Mj84e6Rq
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How Virtual Teams Can Create Human Connections Despite Distance

How Virtual Teams Can Create Human Connections Despite Distance | Virtual R&D teams | Scoop.it
Start by un-muting your conference calls.

Via Indroneil Mukerjee
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Indroneil Mukerjee's curator insight, April 24, 11:27 PM

Technology or no technology, the fact remains that we are all connected at deeper levels. The moment one recognizes this and focuses on this primordial connected-ness, instead of focusing on differences, for example cultural, relatedness begins to emerge and flower.

I conduct group coaching sessions over Skype and sometimes these sessions are more fulfilling than face-to-face sessions. Not to forget, that today's generation of technology is quite an enabler.

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3 Companies With High-Performing Virtual Teams

3 Companies With High-Performing Virtual Teams | Virtual R&D teams | Scoop.it
Maintaining work relationships with virtual teams presents unique challenges. Check out three companies who have gotten it right!
Nader Ale Ebrahim's insight:
1. SAP

 

2. IBM

 

3. General Electric               
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3 Reasons Virtual Teams Fail and How to See It Coming

3 Reasons Virtual Teams Fail and How to See It Coming | Virtual R&D teams | Scoop.it
Why virtual teams are different and how to manage them The author acknowledges that while the challenges of creating, managing and getting the most out of people hasn't changed in thousands of years, the constraints under which we work now are very...
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Leading Collaborative Virtual Teams

Sixty-minute webinar introducing your virtual GAME PLAN, eight strategies and their related techniques to lead a virtual team well.
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How to Make Your Vision Tangible to Your Team

How to Make Your Vision Tangible to Your Team | Virtual R&D teams | Scoop.it
A six-step strategy for effective people - and project - management.

Via Mark E. Deschaine Ph.D.
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Avoid These 6 Problems Most Virtual Teams Face - Remote Leadership Institute

Avoid These 6 Problems Most Virtual Teams Face - Remote Leadership Institute | Virtual R&D teams | Scoop.it
Working virtually has its challenges. However, when you are aware of potential problems, you can take steps to minimize the drain on productivity and morale.
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7 Quick Tips To Managing Virtual Teams

7 Quick Tips To Managing Virtual Teams | Virtual R&D teams | Scoop.it
Virtual Teams provide their own unique challenges and often require alternative ways to encourage teamwork and trust.


1: Regular communication is vital to build rapport in the team.
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What it takes to be a tech entrepreneur in 2015 - VentureBeat

What it takes to be a tech entrepreneur in 2015 - VentureBeat | Virtual R&D teams | Scoop.it
Opinion A handful of technologies have contributed to an explosion of entrepreneurship in the past decade. But it’s not just technology that is empowering people to take fate into their own hands and launch their own businesses.
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10 Ways to Successfully Manage Virtual Teams | ...

10 Ways to Successfully Manage Virtual Teams | ... | Virtual R&D teams | Scoop.it
Here's how you can manage your virtual teams to maximize your performance.
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3 Companies With High-Performing Virtual Teams

3 Companies With High-Performing Virtual Teams | Virtual R&D teams | Scoop.it

Maintaining work relationships with virtual teams presents unique challenges. Check out three companies who have gotten it right!


Via Morag Barrett, Mark E. Deschaine Ph.D.
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Multiple Team Membership and Team Boundaries in Virtual Teams: Correlations with Emotional and Cognitive States and Effects on Behavioural Outcomes

Eingang zum Volltext in OPUS

Hinweis zum Urheberrecht

Dissertation zugänglich unter
URN: urn:nbn:de:hbz:385-9220
URL: http://ubt.opus.hbz-nrw.de/volltexte/2015/922/

Multiple Teammitgliedschaft und Teamgrenzen in virtuellen Teams: Zusammenhänge mit emotionalen und kognitiven Zuständen und Effekte auf verhaltensbezogene Ergebnisse

Multiple Team Membership and Team Boundaries in Virtual Teams: Correlations with Emotional and Cognitive States and Effects on Behavioural Outcomes

Tschaut, Anna

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Dokument 1.pdf (2.350 KB)

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SWD-Schlagwörter: Gruppe , Virtualisierung , Fragebogen
Freie Schlagwörter (Deutsch): Multiple Teammitgliedschaft , Teamgrenzen , virtuelle Teams , Fragebogenstudie
Freie Schlagwörter (Englisch): multiple team membership , team boundaries , virtual teams , survey study , experiment
Institut: Psychologie
Fakultät: Fachbereich 1
DDC-Sachgruppe: Psychologie
Dokumentart: Dissertation
Hauptberichter: Ellwart, Thomas, Prof. Dr.
Sprache: Deutsch
Tag der mündlichen Prüfung: 20.02.2015
Erstellungsjahr: 2014
Publikationsdatum: 15.04.2015
Kurzfassung auf Deutsch: Mit der Globalisierung der Märkte und dem weitverbreiteten Einsatz von Kommunikations- und Informationstechnologien in Unternehmen sind in vielen Organisationen geographisch verteilt arbeitende Teams zum Standard geworden. Gleichzeitig gehören multiple Teammitgliedschaften (MTM), d.h. die simultane Zugehörigkeit zu mehreren Teams, für viele Mitarbeitende bereits zum Arbeitsalltag. Mit der Zuordnung von Personen zu multiplen Teams wollen Organisationen einen effektiven Einsatz ihrer personellen Ressourcen ermöglichen. Ob dies tatsächlich gelingt, ist bislang noch ungeklärt. Eine bedeutende Folge dieser Arbeitsstrukturen ist zudem die zunehmende Durchlässigkeit der Grenzen von Teams. Klare Teamgrenzen bleiben aber auch weiterhin ein wichtiger Faktor, um den Zusammenhalt eines Teams und eine effektive Zusammenarbeit der Teammitglieder sicherzustellen. Bislang gibt es keine empirischen Studien zum Zusammenhang von MTM und Teamgrenzen und nur wenige zu den Auswirkungen von MTM auf virtuelle Teamarbeit. Diese Arbeit ging in zwei Studien der Frage nach, in welchem Zusammenhang MTM mit Teamgrenzen und mit emotionalen und kognitiven Zuständen in virtuellen Teams steht und welche Effekte MTM und Teamgrenzen auf verhaltensbezogene Ergebnisse von Teamarbeit haben.
Feldstudie: In einer querschnittlichen Online-Fragebogenstudie mit 105 Mitarbeitenden zweier globaler Unternehmen wurde der Zusammenhang von MTM mit Teamgrenzen sowie mit Commitment (emotionaler Zustand) und Team Mentalen Modellen (kognitiver Zustand) untersucht. Neben der Anzahl an Teammitgliedschaften wurden der prozentuale Arbeitszeitanteil im Team und der Virtualitätsgrad in der Zusammenarbeit als Indikatoren von MTM erfasst. Die Prüfung der Zusammenhänge über den Partial-Least-Square Ansatz ergab positive Zusammenhänge von MTM sowie Prozentanteil Arbeitszeit mit Commitment und Team Mentalen Modellen. Ein Zusammenhang von MTM und Teamgrenzen blieb überraschenderweise aus. Ein höherer Virtualitätsgrad ging mit einem geringeren Commitment zum Team und mit als schwächer wahrgenommenen Teamgrenzen einher.
Laborstudie: In einer laborexperimentellen Studie mit 178 Studierenden wurden die Effekte von MTM (vier vs. eine Teammitgliedschaft) und Teamgrenzen (gestärkt vs. nicht gestärkt) auf Informationsflut, Koordinationserfolg und Leistung als verhaltensbezogene Ergebnisse virtueller Teamarbeit getestet. MTM zeigte in den Regressionsanalysen weder einen Effekt auf Informationsflut noch auf Koordinationserfolg. Die objektive Leistung viel jedoch bei Versuchspersonen mit vier Teammitgliedschaften signifikant schlechter aus als bei Versuchspersonen mit einer Teammitgliedschaft. Für subjektive Leistungsmaße blieb ein entsprechender negativer Effekt aus. Die Stärkung der Teamgrenzen führte zu einer positiveren Einschätzung des Koordinationserfolgs und der Leistung und reduzierte die Wahrnehmung von Informationsflut.
Die Ergebnisse der beiden Studien deuten darauf hin, dass MTM in Abhängigkeit von den betrachteten Indikatoren sowohl positive als auch negative Zusammenhänge mit Prozessen und Ergebnissen in Teams hat. Für MTM haben sich unter den kontrollierten Bedingungen des Experimentes kaum direkte Effekte eingestellt, während in der Feldstudie positive Zusammenhänge mit emotionalen und kognitiven Zuständen eine (mittelfristig) positive Wirkung von MTM andeuten. Dies kann als Hinweis interpretiert werden, dass MTM eher zeitlich versetzte oder über indirekte Mechanismen vermittelte Effekte auf virtuelle Teamarbeit hat. Die im Experiment durch MTM reduzierte objektive Leistung bei gleichbleibender subjektiver Leistungsbewertung deutet darauf hin, dass ein Leistungsabfall durch MTM von den betroffenen Personen möglicherweise nicht bewusst wahrgenommen wird. Teamgrenzen scheint hingegen einen insgesamt förderlichen Faktor für die Zusammenarbeit in virtuellen Teams darzustellen.
Kurzfassung auf Englisch: With the globalisation of markets and the widespread use of communication and information technologies in companies, geographically distributed teams have become a standard in organisations. At the same time, multiple team membership (MTM), i.e. the simultaneous membership in several teams, is already part of many employees’ everyday work. By assigning people to multiple teams, organisations aim at enabling an effective employment of their personnel resources. However, whether this aim is achieved is still uncertain. One important consequence of these work structures is the increasing permeability of the boundaries of teams. Having said this, clear team boundaries are still an important factor to ensure the coherence of a team and an effective collaboration amongst team members. Hitherto there are no empirical studies about the relationship between MTM and team boundaries and only few about the effects of MTM on virtual teamwork. In two studies, this dissertation has examined the questions of how MTM is related to team boundaries and to emotional as well as cognitive emergent states, and which effects MTM and team boundaries have on behavioural outcomes of team work.
Field study: In a cross-sectional online survey with 105 employees of two global companies the relationship of MTM and team boundaries, commitment (emotional state) and team mental models (cognitive state) was investigated. Besides the number of team memberships, the percentage of overall working time dedicated to the team and the degree of virtuality in the teamwork were measured as indicators of MTM. Using a partial-least-squares approach, the tests revealed that MTM as well as percentage working time were positively related to commitment and team mental models. Surprisingly, no relationship between MTM and team boundaries was found. A higher degree of virtuality was accompanied by a lower commitment to the team and by a perception of team boundaries as being weaker.
Laboratory study: In a laboratory experiment with 178 students the effects of MTM (four vs. one team membership) and team boundaries (strengthened vs. not strengthened) on information overload, coordination success and performance as behavioural outcomes of virtual collaboration were tested. In regression analyses, MTM showed neither an effect on information overload nor on coordination success. However, objective performance was significantly lower for subjects with four team memberships than for those with one team membership. For subjective performance measures, there was no equivalent negative effect. Strengthening team boundaries resulted in coordination success and performance being assessed more positively and perception of information overload being reduced.
The results of the two studies suggest that MTM can have positive as well as negative relationships with processes and outcomes in teams depending on which indicator of MTM is considered. Within the controlled conditions of the experiment, there were hardly any direct effects of MTM, while in the field study positive relationships with emotional as well as cognitive states point to (medium-acting) positive effects of MTM. This can be indicative of MTM having rather lagged effects on virtual teamwork or taking effect through indirect mechanisms. Objective performance being reduced by MTM in the laboratory study with a simultaneously unchanged subjective performance evaluation can be taken as evidence that performance loss through MTM might not be consciously perceived by the people affected. Team boundaries, on the other hand, seem to be an overall beneficial factor for collaboration in virtual teams.
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Virtues of Virtual Teams Technology (Part 5 of 5) - Intertech Blog | Bullhorn Reach

Virtues of Virtual teams Technology Part 5 of 5 http://t.co/dfUwfqBiqJ
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Teamwork Training: Introduction to Remote Teams

Teamwork Training: Introduction to Remote Teams | Virtual R&D teams | Scoop.it
This Edgework Consulting Teamwork Training series blog post introduces the concept of remote teams.
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Increase Team Collaboration & Employee Empowerment in Agile Software Development

Do you want to change your definition of leadership? Is your start-up ready for change management or agile management methods? Do you want to increase ...
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Excel dashboard team metrics for virtual teams -

Excel dashboard team metrics for virtual teams - | Virtual R&D teams | Scoop.it
Team metrics and key performance indicators for Excel Dashboard reporting. Virtual team need special attention, tracking and understanding of KPI management
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6 ways to motivate your team remotely | Be Leaderly

6 ways to motivate your team remotely | Be Leaderly | Virtual R&D teams | Scoop.it
RT @womensleadershp: 6 ways to #motivate your team remotely http://t.co/OocAEaCswo http://t.co/xWppeS5e3h
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Virtual Peer Teams: Connecting Students with the Online Work Environment

Virtual Peer Teams: Connecting Students with the Online Work Environment | Virtual R&D teams | Scoop.it
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This study examined the potential of online collaboration tools to develop team cohesiveness and research skills of undergraduates participating in Virtual Peer Teams (VPTs) in a geographically distributed research experience for undergraduates (REU).

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