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)
In a recent Unify survey of knowledge workers, 79% of respondents reported working always or frequently in virtual teams, but only 44% found virtual communication as productive as face-to-face communication.
The Journal of Applied Economics and Business (JAEB) is an international peer-reviewed, open-access academic journal that publishes original research articles. It provides a forum for knowledge dissemination on broad spectrum of issues related to applied economics and business. The journal pays particular attention on contributions of high-quality and empirically oriented manuscripts supported by various quantitative and qualitative research methodologies. Among theoretical and applicative contributions, it favours those relevant to a broad international audience. Purely descriptive manuscripts which do not contribute to journal’s aims and objectives are not considered suitable.JAEB provides a space for academics, researchers and professionals to share latest ideas. It fosters exchange of attitudes and approaches towards range of important economic and business topics. Articles published in the journal are clearly relevant to applied economics and business theory and practice and identify both a compelling practical issue and a strong theoretical framework for addressing it.The journal provides immediate open-access to its content on the principle that makes research freely available to public thus supporting global exchange of knowledge.
One of our sayings on our virtual team leader training is “leaders get the followers they deserve.” Newly promoted leaders have a six-month period of grace where they can generally blame their predecessor for most failings in the team, results,...
As the year readies to close out, it's time for the annual onslaught of year-end lists of best ofs, worst ofs, and 2014 look-aheads. So in due course, IBM has released its annual 5 in 5 annual technology predictions, highlighting what the company thinks will come to the forefront in the next five years.
Many managers admit they don’t know how to manage and lead virtual teams effectively — particularly when it comes to trust, communication, managing deadlines, and achieving consensus in decision-making.
The Center for Regional Heritage Research (CRHR) at Stephen F. Austin State University and the Virtual Curation Laboratory (VCL) at Virginia Commonwealth University (VCU) are teaming up for a very unique endeavor.
One challenge facing organizations using virtual teams is the inability to detect, identify, select, and develop emergent leaders working in the virtual team environment, which might increase the organizational risk of a shortage in leadership resources. The purpose of the qualitative, grounded theory research study was to define a theory about the emergent leader detection and identification process in a virtual team environment, using data systematically obtained and analyzed through the constant comparative method. Twenty-four virtual team members, virtual team leaders, and virtual team managers participated in semi-structured telephone interviews. The data analysis produced 74 themes and subthemes to provide a deeper understanding of the phenomena. Five common themes emerged to group 69 subthemes: responsibility, characteristics, constraints, facilitation, and outcomes. The theory provided information about the individuals responsible for the detection and identification of emergent leaders in a virtual team environment, characteristics useful to help detect and identify emergent leaders, areas of constraint in identification, areas facilitating identification, and risks and opportunities resulting from the organizational ability or inability to detect emergent leaders in a virtual team environment. Future research could provide support for the findings of this study by replicating the study using traditional teams, larger teams, or teams with more diverse backgrounds and compositions.
In the previous two blogs, we discussed the promises and challenges in working virtually across geography, time, and culture. Virtual Teams, especially those that operate globally, are essential at both Leadership and ...
Many people who work from home, are in virtual teams or are part of the mobile workforce worry that their work is not visible to the rest of the organizati (Twitter messaging for virtual teams - it's not what you might think!
Setting up small, high-performing virtual teams has enormous potential for companies to increase sales, penetrate new markets, improve business processes and come up with the next generation of disruptive innovations.
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