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)
Two project management environments, virtual and collocated project teams, were researched and analyzed in this dissertation to determine the impact in productivity in medical device research and development. The relationship between virtual and collocated project teams and project management levers was also explored in this dissertation using four case studies. This case study methodology was performed based on the lack of past research to explore virtual and collocated project teams in four research and development medical device environments. The following project management levers were integrated into the research: environment (virtual and collocated project teams), leadership, meetings, team maturity (knowledge and experience/expertise), continuous process improvement, and information communication technology processes. The research contributes to medical device research and development organizations that utilize virtual and collocated project teams and suggests best practices to improve productivity. This also provides project team members potential ideas into improved productivity. Both project team environments were viewed as effectively achieving productivity. The results of the four case studies indicated no significant differences between virtual and collocated project teams productivity. Minor differences were found across the project management levers in the case studies. The following major recommendations are made for improving productivity in future virtual and collocated project team environments: medical device research and development organizations should give additional attention to more up-front planning to determine risks, resources, continued process improvement, information communication technology, and leadership needed to complete the project; leadership and project management training should be provided, they should continue to seek a balance in project team resources and the level of project team maturity (knowledge and experience/expertise); meetings need to be performed efficiently and have an agenda and information communication technology tools need to be fully utilized and integrated across medical device research and development project teams.
Forward-thinking business leaders have realized the wisdom of staging virtual simulations—team-based education that can be conducted in a cost- and time-effective manner—to prepare future leaders for the unexpected complexities of operating in a global environment. Though not a replacement for face-to-face interaction, virtual simulations can nonetheless mirror a company's real-life challenges and opportunities and allow employees to learn from and bond with fellow executives, all without the time and expense of travel required for attending an in-residence program. The experiences of several global leaders—Microsoft, General Electric, Dell, and Stanley Black & Decker—reveal the benefits that organizations can glean from virtual simulations, as well as the best practices for ensuring a successful virtual training program that meets organizational objectives.
Plenty has been written about telecommuting for employees: how to encourage productivity, build a sense of “we’re all in this together,” and the logistics (such as tools and business processes) that streamline a telework lifestyle.
With the increasing complex business environment that organizations have to operate in today, teams are being utilized to complete complex tasks. Teams are capable of completing complex tasks that no one individual can achieve. Effective team decision-making requires team members to discuss new information (unshared knowledge) and to consider this new information along with existing information (shared knowledge). Research has shown that shared knowledge is favored over unshared knowledge during team discussions. One method of transferring unshared knowledge to shared knowledge is to take advantage of new multiagent systems that are designed to support teams. Multiagent systems are capable of filtering information without the bias toward shared information over unshared information. This paper takes a theoretical approach supporting the use of multiagent systems as a means to increase the effectiveness of team decision-making processes by better capturing shared and unshared information.
The new business surrounding and the rapid progress of information and communication technology (ICT) enabled the creation of (and made a demand for) new organizational forms that fit better to new conditions
Nader Ale Ebrahim's insight:
MANAGING EMPLOYEES IN A VIRTUAL ENTERPRISE DOI: 10.15308/sinteza-2014-227-232 Authors: Mirjana Petković Ana Orelj Jelena Lukić Download full paper Keywords: Virtual organizations, Human Resources, Management, IT
Abstract: The new business surrounding and the rapid progress of information and communication technology (ICT) enabled the creation of (and made a demand for) new organizational forms that fit better to new conditions. Because of development of ICT, workplaces are not fixed to a location, and employees can fulfill their duties practically from anywhere. In that sense, new organizational forms brought many new potential benefits: cost reduction (transport, offices), time savings, attracting young workforce that likes to have freedom of flexible working hours. At the same time, the question how to transform randomly scattered employees into a strong, cooperative, creative and productive structure became a biggest problem for human resources, so in this paper we will try, by contemporary literature and successful examples review, to answer this question. Although “virtual organization” is not a new concept, in Serbia it is still not recognized as a beneficial concept in long term for organizations in unstable context, so this paper is created with an intention to give guidelines to Serbian virtual organizations’ managers to overcome problems with their most important resource. The dominant theoretical nature of this paper is, at the same time, its biggest limitation.
The BJC is owned by Cancer Research UK, a charity dedicated to understanding the causes, prevention and treatment of cancer and to making sure that the best new treatments reach patients in the clinic as quickly as possible. The journal reflects these aims. It was founded more than fifty years ago and, from the start, its far-sighted mission was to encourage communication of the very best cancer research from laboratories and clinics in all countries. The breadth of its coverage, its editorial independence and it consistent high standards, have made BJC one of the world's premier general cancer journals. Its increasing popularity is reflected by a steadily rising impact factor.
The research on virtual team leadership does well to describe the skills that are needed to guide and direct effective teams. However, what is presupposed in the previous research is that virtual teams have assigned leaders. That is, leaders were either management, appointed by management or were chosen by the team itself. Yet in today's global economy not all virtual teams have assigned leaders, instead many virtual team leaders emerge on their own to direct the group's actions. The purpose of this paper is to examine which emergent leadership competencies most impact virtual team effectiveness.
Factors Influencing Accounting Outsourcing Practices among SMEs in Pakistan Context: Transaction Cost Economics (TCE) and Resource-Based Views (RBV) Prospective
Nader Ale Ebrahim's insight:
The present study was conducted to identify factors that affect Pakistani manufacturing SMEs decisions to outsource management accounting practices in terms of transaction cost economics (TCE) and resource-based view (RBV). A survey of 302 SMEs was carried out using convenience sampling, a personal interview owners/managers/CFOs located in 9 major cities of Pakistan. Our multiple regression analysis revealed that the frequency of non-routine tasks, asset specificity, opportunism, trust in accountant and competition has a significant impact on accounting outsourcing. Furthermore, whilst we include control variables like gender,executive education, experience, firm size and firm age in our linear regression equation, the relationship among five variables and outsourcing intensity was remain statistically significant. The findings imply that SMEs with resource constraint should shift their traditional in-house accounting practices to the external knowledgeable professional accountant. Finally, this study contributes to the body of knowledge with respect to management accounting outsourcing, TCE and RBV in the emerging economics context.
VIRTUAL AND COLLOCATED PROJECT TEAMS IMPACT ON PRODUCTIVITY IN MEDICAL DEVICE RESEARCH AND DEVELOPMENTM O'Connor - 2014 - drum.lib.umd.eduTwo project management environments, virtual and collocated project teams, were researched and analyzed in this dissertation to determine the impact in productivity in medical device research and development. The relationship between virtual and ...
As a leader or a member of a virtual team, you have likely experienced periodic challenges associated with team members being physically located in various (Is your virtual team experiencing challenges?
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...
Virtual R&D Teams in Small and Medium Enterprises: A Literature Review Nader Ale Ebrahim, Shamsuddin Ahmed and Zahari Taha Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya (UM)Research Support Unit, Centre of Research Services, Institute of Research Management and Monitoring (IPPP), University of Malaya (UM), University of Malaya (UM) and University of Malaya (UM) Date posted to database: 5 Jan 2010 Last Revised: 19 Jun 2014
Managing Communication in New Product Development Process: Virtual R&D Teams and Information Technology United Kingdom - Malaysia - Ireland Engineering Science Conference, pp. 495-502, 2011 Nader Ale Ebrahim , Shamsuddin Ahmed , Salwa Hanim Abdul Rashid and Zahari Taha Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya (UM)Research Support Unit, Centre of Research Services, Institute of Research Management and Monitoring (IPPP), University of Malaya (UM) , University of Malaya (UM) , University of Malaya (UM) - Department of Engineering Design and Manufacture and University Malaysia Pahang - Department of Manufacturing Engineering Date Posted: October 30, 2011 Last Revised: March 01, 2012 Accepted Paper Series 85 downloads
The biggest frustration faced by agencies and in-house marketing teams is how to enable seamlessly collaboration. Throughout the creative and marketing industries, this is arguably . The challenge is twofold: the lack of ...
As science becomes more diverse, scientific collaborators are growing more diverse, too. New research exploring the effect of this change suggests the diversity of the teams that produce scientific research play a big role in how successful the science turns out to be.
EQUIPES VIRTUAIS: UM ESTUDO DE CASO DE IMPLANTAÇÃO DE UM SISTEMA NA AMÉRICA LATINA
Nader Ale Ebrahim's insight:
Estudo de caso que apresenta um projeto internacional de implantação de novos processos de negócios com suporte de sistemas de informação em empresa multinacional norte-americana com utilização de equipes virtuais sediadas em São Paulo, Rio de Janeiro, Buenos Aires, Bogotá e Cidade do México. A metodologia utilizada o desenvolvimento deste artigo constituiu-se de levantamento bibliográfico e coleta, agrupamento e análise de dados. Este projeto teve três fatores-chave na sua execução: primeiro, foi a seleção, disponibilização e uso das tecnologias adequadas; o segundo fator, a comunicação, com Plano de Comunicação desenvolvido em parceria com a Área de Marketing da empresa; e o terceiro fator, a gestão de pessoas, atribuindo prioridade aos aspectos culturais, como: idioma, feriados, horário de trabalho e rotinas locais. O costumeiro atraso dos participantes para as reuniões de progresso do projeto foi um dos maiores obstáculos superados no curso do projeto.
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