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)
Guest post written by Linda Stewart Linda Stewart is CEO of Interaction Associates, a Boston-based global leadership development firm. Her last piece for Forbes was Brainstorms On Brainstorming: How To Get Better Results.
"Virtual Teams will become as important as Web to companies" (Nader Ale Ebrahim) ... cogprints you will be forwarded to the paracite service. Poorly formated references will probably not work. M. FARHADI, H.
CiteSeerX - Document Details (Isaac Councill, Lee Giles, Pradeep Teregowda): 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 organizational...
Nader Ale Ebrahim's insight:
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 organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified and extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted.
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Leaders of Virtual Teams… 321 Here's our top 3! What can leaders do to best support their virtual team members? 3. Ask for clarification when needed. You wouldn't think I'd have to encourage people to ask for clarification, ...
Título : El desarrollo de la confianza en equipos distribuidos : ¿una posibilidad remota?Autor : Veinsten, MarcelaPalabras clave : Virtual work teams -- Management -- Case studies. Communication in management -- Case studies. Equipos de trabajo virtual -- Administración -- Casos de estudio. Comunicación en la administración -- Casos de estudio.Fecha de publicación : 11-nov-2013Resumen : El desarrollo de la confianza en los equipos remotos es producto de varias condiciones internas y externas al equipo interrelacionadas e interdependientes. Ha sido estudiado en diversos contextos analizando su impacto en los resultados y su relación con otros procesos socioemocionales y de tarea, encontrando modelos variados de explicación. Más allá de los diferentes hallazgos, todos concluyen que es un requisito indispensable en equipos que trabajan en forma distribuida. El presente estudio de carácter cualitativo en equipos de trabajo temporales dedicados al desarrollo de aplicaciones de sistemas nos ha permitido explorar el desarrollo de la confianza y su relación con dos procesos de equipo: la comunicación mediada por la tecnología y el tratamiento de los conflictos. Nos hemos preguntado cómo se desarrolla la confianza en estos equipos y cuál es su relación con el uso de los medios y la forma de abordar el conflicto. Hemos encontrado que en este tipo de equipo la confianza se construye y se mantiene principalmente cuando los miembros valoran el aporte técnico de cada integrante. Se prioriza la confianza en las competencias profesionales respecto de los otros tipos de confianza. Si bien el uso diferenciado de los medios de comunicación y su grado de sincronía son contemplados en los intercambios, no se ha encontrado un patrón común que permita establecer una relación entre la forma que asume este proceso y el nivel de confianza desarrollado. Los conflictos que presentan mayor relevancia desde la percepción de estos equipos son aquellos asociados a la tarea. No se ha observado una relación estrecha entre la forma de tratamiento del conflicto y el nivel de desarrollo de confianza alcanzado. Reflexionamos finalmente sobre el aporte de este estudio a la teoría del desarrollo de la confianza en los equipos remotos y algunas implicancias prácticas de los hallazgos obtenidos. Palabras clave: equipos remotos, confianza, tratamiento de conflicto, comunicación mediada por la tecnología.Descripción : 2013. 126 h. ; 30 cm. + 1 CD-ROM (4 3/4 plg.). Tesis (maestría)--Universidad de San Andrés, 2013. Incluye referencias bibliográficas.URI : http://hdl.handle.net/10908/928Aparece en las colecciones:Tesis de Maestría en Estudios Organizacio
Value Management (VM) studies often encounter a problem that key stakeholders of a construction project are geographically dispersed and it is difficult to assemble them in a specific location on appointed time to conduct such VM studies. Therefore, virtual VM workshop is proposed to enable online participation of project stakeholders. This paper presented major risks in conducting virtual VM workshop for construction projects. In order to identify these risks, the critical success factors (CSFs) were identified first. A literature review, an experimental study and a follow-up questionnaire survey were conducted to identify the CSFs and the problems. Meanwhile, a Virtual VM System (VVMS) has been developed in this research to support the implementation of VM workshops. Finally, 7 major risks of virtual VM workshops are identified, and how to measure these risks in virtual VM studies is also discussed.
This paper challenges the conventional wisdom that objective distance between team members (e.g., measured in miles) translates directly and fully into subjective distance (i.e., a team's perception of distance between its members). Drawing on social information processing theory, we argue that the level of subjective distance is likely to predict important team outcomes better than the level of objective distance. Using responses from 678 team leaders and team members pertaining to 161 new product development projects in the software industry, our results show that the subjective perception of distance is affected rather by team members' national diversity than their physical distance. We also find that subjective distance has a significant impact on team collaboration, while objective distance measures, however, have no impact on team collaboration. Implications for theory and practice are discussed.
In today’s dynamic marketplace, manufacturing companies are under strong pressure to introduce new products for long-term survival with their competitors. Nevertheless, every company cannot cope up progressively or immediately with the market requirements due to knowledge dynamics being experienced in the competitive milieu. Increased competition and reduced product life cycles put force upon companies to develop new products faster. In response to these pressing needs, there should be some new approach compatible in flexible circumstances. This paper presents a solution based on the popular Stage-Gate system, which is closely linked with virtual team approach. Virtual teams can provide a platform to advance the knowledge-base in a company and thus to reduce time-to-market. This article introduces conceptual product development architecture under a virtual team umbrella. The paper describes all the major aspects of new product development (NPD), NPD process and its relationship with virtual teams, Stage-Gate system finally presents a modified Stage-Gate system to cope up with the changing needs. It also provides the guidelines for the successful implementation of virtual teams in new product development.
But online collaboration software is quickly transforming the world of online collaboration. These online tools provide several different options for virtual collaboration that are easy to adopt and enjoyable to use.
Mobility Matters: Technology, Telework, and the (Un)sustainable Consumption of DistanceHynes, MichaelURI: http://hdl.handle.net/10379/3814 Date: 2013-11-01Abstract:Anthropogenic climate change and its environmental and social consequences are of increasing concern worldwide. Approaches that advocate a 'greening' of current economic and social systems through technological innovation and development tend to dominate policy responses, particularly in resource-intensive sectors such as transport. Technology is perceived in (over)optimistic terms, with limited evidence of challenges to contemporary growth-centric models of development, production, and consumption that cause climate change, a position that can be labelled as a shallow Ecological Modernisation (EM) approach. Work takes up a considerable portion of people's lives whilst travelling to and from work has become a key feature of everyday mobility in many developed and developing countries. A significant contributor to Greenhouse Gas (GHG) emissions, transport in its current form is deemed to be unsustainable. In a European context, telework - an arrangement that enables employees work from home - has been suggested as a virtual mobility option with the potential to reduce the 'consumption of distance' associated with regular commuting. Given its emphasis on the application of technology to solve environmental problems, the uncritical promotion of telework constitutes a prime example of shallow EM thinking. Despite the prominence of EM rhetoric in climate policy and practice, theoretically informed empirical explorations of its implementation and impacts remain incomplete. Drawing on a multi-method investigation of telework in the Republic of Ireland, this research finds current policy thinking and practice amongst decision-makers to be largely reflective of neo-liberal environmentalism, contributing little to curbing the consumerist impulses of contemporary economic models and lifestyles. The environmental benefits of telework are also questioned, as is the rationale for existing teleworking schemes. This research further asserts that actual and potential environmental gains can conflict with potentially negative implications for fairness, equity and well-being, with teleworkers shouldering a substantial social burden arising from technology-aided changes in work practices.
Purpose - The purpose of this paper is to explore communication management in IT projects and to identify barriers to communication, from both individual and organisational standpoints, and from distinctive stakeholders’ points of view (PMO, project manager, IT and business personnel).
Design/methodology/approach - A case-based research in a large information technology service provider was conducted, mixing qualitative and quantitative data. A literature review shed light on different epistemological fields, and different aspects of communication in IT projects were analysed and different perspectives were brought together in a Communication Integrated Framework (CIF). Several data collection methods were combined. Structured and unstructured interviews of 78 participants (PMO, IT and business personnel), PMO archival data, and survey-based research were performed in order to achieve triangulation.
Findings - The contribution of the CIF to project communication management theory can be summarized as follows. First, the framework considers different perspectives, from the individual to the organisational, which affect communication during IT projects in the form of an integrated system approach. Secondly, the contingency perspective of different stakeholders are explored, particularly as regards the PMO, IT and business personnel. The case revealed an inconsistency: on the one hand, the importance of communication is exalted by all the analysed stakeholders, and on the other hand, the communication processes and practices proposed by the PMO and formalised in the company’s PM methodology are neither followed nor prioritised by project managers
Research limitations/implications - This study was dependent on self-reported perceptions. It embraced IT projects, and new studies should be done for other types of projects. The focus is within a specific organisation and its characteristics conditioned the findings.
Practical implications - CIF allows improving the assessment of the communication area in projects. An important managerial implication of this study is that the adoption of a standardised project management framework is not sufficient for the elimination of barriers to communication. The study suggests that firms should consider manners of developing the communication management process, as well as increasing the efficient use of performance report and communication tools to reduce detrimental conflict.
Originality/value - The paper proposes a framework. CIF allows to considering different perspectives, from the individual to the organisational level that affect communication in IT projects.
Small and medium-sized enterprises (SMEs) are indeed the engines of global economic growth. Their continued growth is a major subject for the economy and employment of any country. Towards that end, virtual research and development (R&D) could be a viable option to sustain and ease the operations of SMEs. However, literature shows there has not been a great deal of research into the diverse characteristic of virtual R&D teams in SMEs. This article provides a comprehensive literature review on different aspects of virtual R&D teams collected from the reputed publications. The purpose of the literature review is to provide an outline on the structure and dynamics of R&D collaboration in SMEs. Specifying the rationale and relevance of virtual teams, the relationship between virtual R&D team for SMEs and new product development (NPD) has been examined. It concludes with identifying the gaps and feebleness in the existing literatures and calls for future research in this area. It is argued to form of virtual R&D team deserves consideration at top level management for venturing into the new product development within SMEs.
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