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Nader Ale Ebrahim

Printer Friendly - Jan/Feb 2012 Industrial Management-Managing the virtual world - 0 views

iienet.org/PrinterFriendly.aspx

shared by Nader Ale Ebrahim on 05 Nov 12 - No Cached
  • Nader Ale Ebrahim on 05 Nov 12
     
    "Managing the virtual world By Golnaz Sadri and John Condia Executive Summary The skyrocketing availability of communication tools has given enterprises the ability to establish project teams that not only include office compatriots, but colleagues from other countries and continents. Some say management is management, but those who pick team leaders and members face additional challenges when managing their far-flung charges. Jon Katzenback and Douglas Smith in Harvard Business Review define a work team as a group of people with complementary skills who are committed to a common mission, set of performance goals and task approach for which they hold themselves mutually accountable. Virtual teams possess these same qualities with the added ability to employ geographically dispersed people who use technology and communication to accomplish their work across time and space, according to Michelle LaBrosse in Employment Relations Today. The use of virtual teams is growing. A 2010 survey of employees at 600 multinational corporations conducted by RW3 CultureWizard found that 80 percent of respondents belonged to a virtual team. Those who manage virtual teams have challenges that sometimes differ from those who handle face-to-face teams. The following recommendations can help those involved in virtual team member selection, leadership and process, thereby maximizing their effectiveness. Though different in some ways, virtual teams have many characteristics in common with successful co-located teams. Blaise Bergiel, Erich Bergiel and Phillip Balsmeier in Management Research News describe the keys to success for both face-to-face and virtual teams as: high levels of trust, open and clear communication, strong leadership, clear goals and purpose and the use of appropriate levels of technology. Differences include the fact that virtual teams are able to span across spatial distance and multiple time zones. Team members can be as close as one floor away or as far apart a
Nader Ale Ebrahim

SMEs; Virtual research and development (R&D) teams and new product development: A liter... - 0 views

mpra.ub.uni-muenchen.de/26989

shared by Nader Ale Ebrahim on 24 Aug 12 - No Cached
  • Nader Ale Ebrahim on 24 Aug 12
     
    "SMEs; Virtual research and development (R&D) teams and new product development: A literature review Ale Ebrahim, Nader; Ahmed, Shamsuddin and Taha, Zahari (2010): SMEs; Virtual research and development (R&D) teams and new product development: A literature review. Published in: International Journal of the Physical Sciences , Vol. 5, No. 7 (July 2010): pp. 916-930. [img] PDF - Requires a PDF viewer such as GSview, Xpdf or Adobe Acrobat Reader 387Kb Abstract 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 literature 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. Item Type: MPRA Paper Language: English Keywords: Virtual teams, small and medium enterprises, new product development, R&D Subjects: M - Business Administration and Business Economics; Marketing; Accounting > M5 - Personnel Economics L - Industrial Organization > L1 - Market Structure, Firm Strategy, and Market Performance > L17 - Open Source Products and Markets O - Economic Development, Technol
Nader Ale Ebrahim

Another Paper! (DRAFT) | blog this! - 0 views

steveblogswebster.wordpress.com/another-paper-draft

shared by Nader Ale Ebrahim on 07 Aug 12 - No Cached
  • Nader Ale Ebrahim on 07 Aug 12
     
    "Virtual Teams: Selection and Assessment of Team Members Stephen M. Urquhart Webster University Abstract This paper reviews current literature spanning theoretical and practical research of virtual teams. Ultimately, the paper will identify the most likely predictors of success to aid in the selection and assignment of employees and other members to a virtual team. Four key areas of research are covered: the virtual team environment; critical success factors in a virtual team; individual behaviors and success factors; and current practices for vetting and assigning virtual team members. Finally, a research approach is proposed to build on the currently defined success factors, measured in the context of how they would be applied in a virtual team setting. Introduction "Ever-greater virtualization is eating away at organizational structures and replacing them with networks of free agents." - Michael Malone, The Virtual Corporation (Ante, 2009) The concept of virtual teams has existed for more than two decades (Terrie, 1987; Kirkman, Rosen, Gibson, Tesluk and McPherson, 1995; Coyle and Schnaar, 1995), however, the technology to fully optimize the benefits of a team with members in different parts of the world in support of a common set of goals is relatively new and appears to be evolving. It is conceivable that the pace of technology has in some ways outstripped the capability of workers to keep up and adapt in a way where they can make a proactive and substantive contribution to organizational goals. Based on initial research into this area of concern, there appears to be insufficient guidance available to human resource (HR) practitioners and business managers in determining which employees are a good fit for a virtual team, what predictors can be used to accurately determine suitability, and how to effectively evaluate candidates for virtual assignments in advance to avoid failures and degraded productivity. This paper will evaluate the current lite
Nader Ale Ebrahim

Six Common Misperceptions about Teamwork - J. Richard Hackman - Harvard Business Review - 0 views

blogs.hbr.org/...ommon_misperceptions_abou.html

shared by Nader Ale Ebrahim on 13 Feb 12 - No Cached
  • Nader Ale Ebrahim on 13 Feb 12
     
    "This post is part of the HBR Insight Center Making Collaboration Work. Teamwork and collaboration are critical to mission achievement in any organization that has to respond quickly to changing circumstances. My research in the U.S. intelligence community has not only affirmed that idea but also surfaced a number of mistaken beliefs about teamwork that can sidetrack productive collaboration. Here are six of them. Misperception #1: Harmony helps. Smooth interaction among collaborators avoids time-wasting debates about how best to proceed. Actually: Quite the opposite, research shows. Conflict, when well managed and focused on a team's objectives, can generate more creative solutions than one sees in conflict-free groups. So long as it is about the work itself, disagreements can be good for a team. Indeed, we found in our earlier research on symphony orchestras that slightly grumpy orchestras played a little better as ensembles than those whose members worked together especially harmoniously. Misperception #2: It's good to mix it up. New members bring energy and fresh ideas to a team. Without them, members risk becoming complacent, inattentive to changes in the environment, and too forgiving of fellow members' misbehavior. Actually: The longer members stay together as an intact group, the better they do. As unreasonable as this may seem, the research evidence is unambiguous. Whether it is a basketball team or a string quartet, teams that stay together longer play together better. Misperception #3: Bigger is better. Larger groups have more resources to apply to the work. Moreover, including representatives of all relevant constituencies increases the chances that whatever is produced will be accepted and used. Actually: Excessive size is one of the most common--and also one of the worst--impediments to effective collaboration. The larger the group, the higher the likelihood of social loafing (sometimes called free riding), and the more effort it takes to keep
Nader Ale Ebrahim

The 8 best collaboration tools for virtual teams | Time Doctor - Time Management Software - 0 views

www.timedoctor.com/...ration-tools-for-virtual-teams

shared by Nader Ale Ebrahim on 13 Feb 12 - No Cached
  • Nader Ale Ebrahim on 13 Feb 12
     
    "Productivity, Remote Teams At Time Doctor, we work with staff members in more than nine different countries - as you can imagine, team collaboration has a range of unique challenges. There are a number of tools that we use in our company, most of them are free. ((With over 10 years of experience under our belts, we've tried the best and worst of many collaborative tools - we thought it would be valuable to share the tools we we use and what exactly we use them for; Google Docs Google docs - provides free online spreadsheets and document management with a Gmail/Google Account. The spreadsheet feature is particularly useful when you need to have multiple people working on the same spreadsheet at the same time (something you can't do with Dropbox). It doesn't have all of the features of Excel, but it's very useful for collaborative editing of documents (including text files). You can use Google Docs effectively as a company "wiki" where anyone in the company is able to add any information to the document. How we use Google Docs: Domain management, financial reports, feature suggestion lists, payroll coverage, performance appraisals, ranking reports, login information, directory lists and online resources. Jing Project Jing Project - This is a fantastic free collaboration tool (although you need to pay for some features). It allows you to take a screen or video capture of anything on your desktop. Screen captures can be easily annotated, and you can record your voice along with any video to easily explain something. You can upload the capture to Screencast.com and they'll turn it into a simple link where anyone can view the capture. This is perfect for communicating with designers for example when you wish to write comments and explain to a designer what needs to be changed. Here is an example: http://screencast.com/t/GuTz0hjDteI How we use Jing: communicating with designers and developers, creating training and instructional vide
Nader Ale Ebrahim

How to Build Trust in a Virtual Workplace - Keith Ferrazzi - Harvard Business Review - 0 views

blogs.hbr.org/...to_build_trust_in_virtual.html

shared by Nader Ale Ebrahim on 10 Oct 12 - No Cached
  • Nader Ale Ebrahim on 10 Oct 12
     
    " Subscribe Sign in / Register My Account Register today and save 20%* off your first order! Details HBR Blog Network How to Build Trust in a Virtual Workplace by Keith Ferrazzi | 2:00 PM October 8, 2012 Comments (11) Teams can't function well when co-workers don't trust one another. Building and maintaining trust in the traditional, physical workplace is difficult enough, but the process is even tougher in a virtual environment, where people often have to work with people they haven't met in person. Some biologists believe that we are hardwired to distrust everyone except our own family members. Studies have shown, however, that trust can indeed be actively accelerated and maintained on virtual teams even when they have to be assembled on the fly with employees scattered across the globe. According to our research, the following best practices will help: Leverage "swift trust." Recognize that when groups first form, people are usually willing to give others the benefit of the doubt. The prevailing feeling is that "we're in the same boat together": success will reflect well on everyone, whereas failure could hurt people's careers. So people initially operate in a positive atmosphere of "swift trust." (This is what colloquially we might call the "honeymoon period" of a relationship). This is particularly true if the group is under pressure to perform so that, in effect, people have little choice but to trust each other. This is easily seen on a movie set, where actors, stuntmen, the director, makeup artists, set designers, the camera crew, and others collaborate intensely from day one even though they might have been strangers before. There are two ways to assure you take best advantage of the benefits of swift trust. Managers should 1) tout the competence of the different team members and 2) ensure that the team has clear goals that everyone understands. Over ti
Nader Ale Ebrahim

A conceptual model of virtual product development process - Munich Personal RePEc Archive - 0 views

mpra.ub.uni-muenchen.de/27374

shared by Nader Ale Ebrahim on 13 Mar 13 - No Cached
  • Nader Ale Ebrahim on 13 Mar 13
     
    "A conceptual model of virtual product development process Ale Ebrahim, Nader and Ahmed, Shamsuddin and Taha, Zahari (2009): A conceptual model of virtual product development process. Published in: In: 2nd Seminar on Engineering and Information Technology, (SEIT 2009), Universiti Malaysia Sabah, Kota Kinabalu, Sabah, Malaysia. (8. July 2009): pp. 191-196. [img] PDF MPRA_paper_27374.pdf Download (430Kb) | Preview Abstract In today's dynamic marketplace, companies are under strong pressure to introduce new products for long-term survival with their competitors. Besides, every company cannot cope up progressively or immediately with the market requirements due to knowledge dynamics being experienced in competitive milieu. Increased competition and reduced product life cycles put force upon companies to develop new products faster. In response to this pressing need there should be some new approach compatible in flexible circumstances. This paper presents a solution based on the 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 team, Stage-Gate system and finally presents a modified Stage-Gate system. It also provides the guidelines for the successful implementation of virtual team in new products development. Item Type: MPRA Paper Original Title: A conceptual model of virtual product development process English Title: A Conceptual Model of Virtual Product Development Process Language: English Keywords: Modified Stage-Gate System, Virtual Product Development, Conceptual Model Subjects: M - Business Administration and Business Economics; Marketing; Accounting > M1 - Business Administration > M12 - Personnel
Nader Ale Ebrahim

Envisages of New Product Developments in Small and Medium Enterprises through Virtual T... - 0 views

mpra.ub.uni-muenchen.de/26984

shared by Nader Ale Ebrahim on 06 May 13 - No Cached
  • Nader Ale Ebrahim on 06 May 13
     
    "Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team Ale Ebrahim, Nader and Ahmed, Shamsuddin and Taha, Zahari (2009): Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team. Published in: Proceedings of the 2010 International Conference on Industrial Engineering and Operations Management Dhaka, Bangladesh (9. January 2010): pp. 1-10. [img] PDF MPRA_paper_26984.pdf Download (561Kb) | Preview Abstract New product development (NPD) in small and medium-sized enterprises (SMEs) virtual team has not been systematically investigated in developing countries. Literatures have shown no significant differences between traditional NPD and virtual NPD in general. New product development especially for SMEs virtual team are somewhat lacking in the literature and constitute a research gap. This paper aims to bridge this gap. This study first reviews the NPD and its relationship with virtuality and then identifies the critical factors in definition of NPD in SMEs virtual team. The statistical method was utilized to perform the required analysis of the data from survey. The results are achieved through factor analysis at the perspective of NPD in some of Malaysian and Iranian manufacturing firms. The 20 new product development factors were grouped into five higher level constructs. It gives valuable insight and guidelines which hopefully will help managers of firms in developing countries to consider the main factors in NPD. Item Type: MPRA Paper Original Title: Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team English Title: Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team Language: English Keywords: Survey Finding, New Product Development, Factor Analysis, Virtual Team Subjects: L - Industrial Organization > L1 - Market Structure, Firm Strategy, and Market Performance > L11 - Production, Pricing, and Market Struct
Nader Ale Ebrahim

Innovation Process is Facilitated in Virtual Environment of R&D Teams - 0 views

ideas.repec.org/...27264.html

shared by Nader Ale Ebrahim on 07 Oct 12 - No Cached
  • Nader Ale Ebrahim on 07 Oct 12
     
    "Innovation Process is Facilitated in Virtual Environment of R&D Teams Contents: Author info Abstract Bibliographic info Download info Related research References Citations Lists Statistics Corrections Author Info Shafia, Mohammad Ali Ale Ebrahim, Nader Ahmed, Shamsuddin Taha, Zahari Registered author(s): Nader Ale Ebrahim Abstract Innovation is becoming the most important key issue for company's success in the 21st century. In the competitive environment it is necessary for the enterprises to put together different capabilities and services with the goal. It is widely accepted that innovation can be better achieved by working in team particularly in the virtual environments. The employed web services technology, although very popular nowadays but it is still not mature enough, so dealing with it can bring new findings. Virtual teams base on information technology are formed to facilitate transnational innovation processes and it should be noted that innovation has a positive impact on corporate performance if it is well guided. This has the pronounced effect when it comes to the learning issues as the virtual preconditions persist. In this environment the possibility of getting closer to the interest of learner from the new environment raise as the barriers being imposed by the service provider is reduced and the freedom of what is require to learn is improved. Information and communication technology has brought about significant changes in organizations and produced important benefits, including in the areas of innovation which is recognized as a prime source of national competitive advantage. This contribution proposes a conceptual model for understanding and analyzing the process of virtual R&D team as an innovation and technology assimilation facilitator when it comes to the issue of conveying innovative message for learning by individuals. The context of the knowledge-based economy introduces
Nader Ale Ebrahim

Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs - 0 views

ideas.repec.org/...29177.html

shared by Nader Ale Ebrahim on 06 Jul 12 - No Cached
  • Nader Ale Ebrahim on 06 Jul 12
     
    "Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs Contents: Author info Abstract Bibliographic info Download info Related research References Citations Lists Statistics Corrections Author Info Ale Ebrahim, Nader Ahmed, Shamsuddin Abdul Rashid, Salwa Hanim Taha, Zahari Registered author(s): Nader Ale Ebrahim Abstract This paper presents the results of empirical research conducted during March to September 2009. The study focused on the influence of virtual research and development (R&D) teams within Malaysian manufacturing small and medium sized enterprises (SMEs). The specific objective of the study is better understanding of the application of collaborative technologies in business, to find the effective factors to assist SMEs to remain competitive in the future. The paper stresses to find an answer for a question "Is there any relationship between company size, Internet connection facility and virtuality?". The survey data shows SMEs are now technologically capable of performing the virtual collaborative team, but the infrastructure usage is less. SMEs now have the necessary technology to begin the implementation process of collaboration tools to reduce research and development (R&D) time, costs and increase productivity. So, the manager of R&D should take the potentials of virtual teams into account. Download Info If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large. File URL: http://mpra.ub.uni-muenchen.de/29177/ Download Restriction: no Bibliographic Info Paper provided by University Library of Munich, Germany in its series MPRA Paper with number 29177. Download reference. The following formats are available: HTML (with abstract), plain text (with abstract), BibTeX, RIS (EndNote
Nader Ale Ebrahim

Use of Professional Accountants' Advisory Services and its Impact on SME Performance in... - 0 views

www.ccsenet.org/...12018

shared by Nader Ale Ebrahim on 07 Sep 11 - No Cached
  • Nader Ale Ebrahim on 07 Sep 11
     
    "This paper aims to identify the factors that affect the decisions of managers of manufacturing sector SMEs in Iran to utilise external accountants' advisory services and to examine the effect of these advisory services on SME performance using the Resource-Based View (RBV) of the firm as the theoretical lens in the Iranian SME manufacturing sector. A questionnaire survey of 658 Iranian manufacturing SMEs is used. The results of linear regression analysis suggest that the use of external accountants? advisory services is positively associated with the knowledge of owner/manager, technical competence, competitive intensity and complexity of market decisions. In addition, the study evidences that the use of advisory services has a positive effect on SME performance. Furthermore, after controlling for age and size of the firm, the relationships between four independent variables (knowledge, technical competence, competitive intensity and complexity of market decisions) and utilisation of advisory were remained significant."
Nader Ale Ebrahim

Modified stage-gate: A conceptual model of virtual product development process - 0 views

ideas.repec.org/...27043.html

shared by Nader Ale Ebrahim on 30 Oct 12 - No Cached
  • Nader Ale Ebrahim on 30 Oct 12
     
    "Modified stage-gate: A conceptual model of virtual product development process Contents: Author info Abstract Bibliographic info Download info Related research References Citations Lists Statistics Corrections Author Info Ale Ebrahim, Nader Ahmed, Shamsuddin Taha, Zahari Registered author(s): Nader Ale Ebrahim Abstract 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. Download Info If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large. File URL: http://mpra.ub.uni-muenchen.de/27043/ Download Restriction: no Bibliographic Info Paper provided by Universit
Nader Ale Ebrahim

Virtual R&D teams? - Ecademy - 0 views

www.ecademy.com/node.php

shared by Nader Ale Ebrahim on 20 Aug 10 - Cached
  • Virtual R&D teams?Likes (0) by Nader Ale Ebrahim on 20-Aug-10 1:12amHi Steve, Thanks for posting a very precious comment. I have done some research on 'Virtual R&D teams" in small and medium enterprises. The finding has been published as the journal articles and conference papers. In the papers titled "Virtual Teams and Management Challenges" and "Virtual R&D Teams in Small and Medium Enterprises: A Literature Review", I described the management challenges to lead "Virtual R&D Teams". I would like to know, the type(s) of collaborative tools that you use to manage the team? I do appreciate if you or an body in this group, introduce me the most effective collaborative tools for communication between virtual team members. Wish all the best-Nader
  • Virtual R&D teams?Likes (0) by Nader Ale Ebrahim on 20-Aug-10 2:12amHi Steve, Thanks for posting a very precious comment. I have done some research on 'Virtual R&D teams" in small and medium enterprises. The finding has been published as the journal articles and conference papers. In the papers titled "Virtual Teams and Management Challenges" and "Virtual R&D Teams in Small and Medium Enterprises: A Literature Review", I described the management challenges to lead "Virtual R&D Teams". I would like to know, the type(s) of collaborative tools that you use to manage the team? I do appreciate if you or an body in this group, introduce me the most effective collaborative tools for communication between virtual team members. Wish all the best-Nader
Nader Ale Ebrahim

15.pdf (application/pdf Object) - 0 views

idosi.org/15.pdf

The Impact of Accounting Outsourcing on Iranian SME Performance

shared by Nader Ale Ebrahim on 14 Feb 12 - No Cached
  • Nader Ale Ebrahim on 14 Feb 12
     
    The Impact of Accounting Outsourcing on Iranian SME Performance
Nader Ale Ebrahim

The Benefits of Going Virtual | DemGen Inc. - Virtual Sales, Marketing, Customer Servic... - 0 views

www.demgen.com/the-benefits-of-going-virtual

shared by Nader Ale Ebrahim on 29 Nov 12 - No Cached
  • Nader Ale Ebrahim on 29 Nov 12
     
    " In honor of Cyber Monday, we're celebrating the benefits of working virtually! Increased Productivity Virtual teams aren't limited by the distractions of typical offices. There are no water cooler distractions or constant interruptions. Many studies have proven that virtual teams work longer and harder than their counterparts in office buildings. Better Tools & Systems To effectively work in cyberspace, virtual teams utilize a number of tools and systems to communicate and stay organized. This tends to lead to increased creativity and accountability. Expert Team When not limited by proximity (good parking, subway, childcare), you are free to hire the best of the best. This opens up your business to a world of opportunities, literally. Reduced Costs Most virtual teams are paid by the hour or project, meaning you only pay for what you require. You don't pay for coffee or lunch breaks, computers or any other of the many expenses required for a typical office. *And keep in mind that there are reduced costs to the virtual support team, with no parking, travel, lunch, dry cleaning, etc. Overall, win, win, win for all including the environment. Less Impact on the Environment By eliminating the need to commute, virtual workers eliminate pollution from transportation. Eliminating commuting time also ensures virtual workers start their day fresh and ready to dive in. The bottom line is that virtual teams are constantly growing and are here to stay. As technology continues to develop, more and more individuals will choose to work virtually. Corporations have already begun to follow suit and will continue to do so as they realize the potential benefits."
Nader Ale Ebrahim

Building Community in the Virtual Workplace - 0 views

cyber.law.harvard.edu/...Carpenter.html

shared by Nader Ale Ebrahim on 03 Nov 12 - Cached
  • Nader Ale Ebrahim on 03 Nov 12
     
    "Building Community in the Virtual Workplace Jennifer L. Carpenter "Work is a profoundly social activity. The design problem of cyberspace has thus become how to develop information systems that support work socially." -- Prof. David Hakken, SUNY Institute of Technology The Internet is more versatile than any other interactive medium available to us today. It enables us to communicate with friends or with total strangers, with individuals or with large groups, using our real names or remaining totally anonymous. The Internet is not simply a medium, like the telephone or mail system - it is also a place, a virtual community where people meet, engage in discourse, become friends, fall in love, and develop all of the relationships that are developed in physical communities. Yet, the very characteristics that make the Internet community unique - physical distance and the potential for anonymity - are the greatest obstacles to its success. Peter Kollock of UCLA's Center for the Study of Online Community explains, "The key challenges the Internet community will face in the near future are not simply technological, but also sociological: the challenges of social interaction and social organization. This is not to diminish the difficulties of creating new technologies, but rather to emphasize that even these tasks will pale beside the problems of facilitating and encouraging successful online interaction and online communities." 1 Nowhere are the social challenges of the Internet so pronounced as in the virtual workplace. More and more companies today rely on telecommuting to reduce overhead costs, increase productivity, and improve employee morale. 2 While technology and communications companies such as AT&T, Pacific Bell, Hewlett Packard, IBM and Cisco Systems have allowed telecommuting for years, financial services firms like Merrill Lynch and Arthur Anderson and retail companies like Levi Strauss, Pepsi Co., and Sears & Roebuck have recently instituted
Nader Ale Ebrahim

Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs - Repository of the Acad... - 0 views

real.mtak.hu/5357

shared by Nader Ale Ebrahim on 30 May 13 - No Cached
  • Nader Ale Ebrahim on 30 May 13
     
    "Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs Ale Ebrahim, Nader and Ahmed, Shamsuddin and Abdul Rashid, Salwa Hanim and Taha, Zahari and Wazed, M. A. (2012) Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs. Advanced Materials Research, 433-44. pp. 1653-1659. ISSN 1022-6680 [img] Text Virtual Collaborative team.pdf Download (487Kb) | Preview Official URL: http://ssrn.com/abstract=1999447 Abstract This paper presents the results of empirical research conducted during March to September 2009. The study focused on the influence of virtual research and development (R&D) teams within Malaysian manufacturing small and medium sized enterprises (SMEs). The specific objective of the study is better understanding of the application of collaborative technologies in business, to find the effective factors to assist SMEs to remain competitive in the future. The paper stresses to find an answer for a question "Is there any relationship between company size, Internet connection facility and virtuality?". The survey data shows SMEs are now technologically capable of performing the virtual collaborative team, but the infrastructure usage is less. SMEs now have the necessary technology to begin the implementation process of collaboration tools to reduce research and development (R&D) time, costs and increase productivity. So, the manager of R&D should take the potentials of virtual teams into account. Item Type: Article Uncontrolled Keywords: Small and medium enterprises, Collaborative tools, Questionnaires, Virtual teams. Subjects: H Social Sciences / társadalomtudományok > HD Industries. Land use. Labor / ipar, földhasználat, munkaügy > HD1 Industries / ipar L Education / oktatás > L1 Education (General) / oktatás általában Q Science / természettudomány > Q1 Science (General) / természettudomány általában T Technology / alkalmazott, műszaki tudományok > T2 Technology (General) / műszaki tudományok általában T Technolog
Nader Ale Ebrahim

Effective Leadership Development in the Workplace - 0 views

www.clearwater-consulting.com/...137098

shared by Nader Ale Ebrahim on 13 Apr 13 - No Cached
  • Nader Ale Ebrahim on 13 Apr 13
     
    "Effective Leadership Development in the Workplace Posted by Conni Todd on Tue, Oct 23, 2012 Email This Email Article inShare11 As we engage in conversations with executives about developing talent and leaders in the workplace, they often reply, "We already have leadership development covered" when in fact, they don't. Frequently, the lack of an effective leadership development and training program results from thinking only the "senior players" need to evolve in areas of leadership. However, the best leadership development goals for any organization are an integral part of the strategic business plan which includes all employees and managers since that is where operational execution occurs at it's core. leadership development While the C-suite executive and senior executive are vital to business success, focusing on building leadership skills at all levels within an organization can build a culture of leaders ready to fill positions at a moments notice. There are several areas for leadership development and training in the workplace and the opportunity for it isn't always the most obvious. Let's take a look at 4 often overlooked areas of leadership development: 1. Team Intelligence Building and leading teams impacts the outcome of organizational objectives and can support the emergence of leaders. It is incredibly beneficial for teams to understand and acknowledge the strengths and challenges of each member, as well as a mission and roadmap with agreed upon boundaries. In most cases, team members don't automatically know how to effectively work together and create success and without training they are often less productive. Providing the opportunity for teams to give and receive feedback is vital to creating a high-functioning successful team. 2. Managing Up and Down In numerous conversations with high-potential employees, they consistently wished they had more knowledge and tools on how they were perceived and how to manage up (bos
Nader Ale Ebrahim

SSRN Technology, Operations Management & Production eJournal - 0 views

papers.ssrn.com/...Jeljour_results.cfm

shared by Nader Ale Ebrahim on 26 Jan 13 - No Cached
  • Goodbye Pareto Principle, Hello Long Tail: The Effect of Search Costs on the Concentration of Product Sales Management Science, Forthcoming Erik Brynjolfsson , Yu Jeffrey Hu and Duncan Simester Massachusetts Institute of Technology (MIT) - Sloan School of Management , Purdue University - Krannert School of Management and Massachusetts Institute of Technology (MIT) - Sloan School of Management Date Posted: December 26, 2006 Last Revised: April 05, 2011 Accepted Paper Series 6502 downloads Integrity: Where Leadership Begins - A New Model of Integrity (PDF File of PowerPoint Slides) Barbados Group Working Paper No. 07-03, Harvard NOM Working Paper No. 07-03 Werner Erhard , Michael C. Jensen and Steve Zaffron Independent , Harvard Business School and Landmark Education LLC Date Posted: May 11, 2007 Last Revised: December 11, 2012 Working Paper Series 6502 downloads Perspectives in Supply Chain Risk Management: A Review Christopher S. Tang UCLA Anderson School Date Posted: August 20, 2006 Working Paper Series 1620 downloads Quality Management and Job Quality: How the ISO 9001 Standard for Quality Management Systems Affects Employees and Employers Harvard Business School Technology & Operations Mgt. Unit Research Paper No. 09-018, Management Science, Forthcoming David I. Levine and Michael W. Toffel University of California, Berkeley - Economic Analysis & Policy Group and Harvard Business School (HBS) - Technology & Operations Management Unit Date Posted: August 20, 2008 Last Revised: January 23, 2010 Working Paper Series 1496 downloads Productivity Effects of Information Diffusion in Networks Sinan Aral , Erik Brynjolfsson and Marshall W. Van Alstyne New York University (NYU) - Leonard N. Stern School of Business , Massachusetts Institute of Technology (MIT) - Sloan School of Management and Boston University - Department of Management Information Systems Date Posted: May 21, 2007 Working Paper Series 1488 downloads Supply Chain Competency: Learning as a Key Component Darden Business School Working Paper No. 01-16 Robert E. Spekman , Joseph Spear and John Kamauff University of Virginia (UVA) - Darden School of Business , University of Richmond and PricewaterhouseCoopers LLP - Arlington Office Date Posted: September 06, 2001 Working Paper Series 1117 downloads Supply Chain Management: An Opportunity For Metaheuristics UPF Economics and Business Working Paper No. 538 Helena Ramalhinho Dias Lourenço Universitat Pompeu Date Posted: June 29, 2001 Working Paper Series 993 downloads The Impact of Service Operations Failures on Customer Satisfaction: Evidence on How Failures and Their Source Affect What Matters to Customers Shannon W. Anderson , Scott Baggett and Sally K. Widener University of California, Davis , Rice University and Rice University - Jesse H. Jones Graduate School of Business Date Posted: April 02, 2007 Working Paper Series 936 downloads Accountants, from Tradition to Transition: The Impact of Enterprise Resource Planning Systems DIR, Research Division SDA BOCCONI Working Paper No. 02-67 Ariela Caglio Bocconi University - Department of Accounting Date Posted: February 24, 2002 Working Paper Series 870 downloads Virtual Teams: A Literature Review Australian Journal of Basic and Applied Sciences, Vol. 3, No. 3, pp. 2653-2669, 2009 Nader Ale Ebrahim , Shamsuddin Ahmed and Zahari Taha University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering , University of Malaya (UM) and University of Malaya (UM) Date Posted: November 07, 2009 Accepted Paper Series 837 downloads
  • Nader Ale Ebrahim on 26 Jan 13
     
    " Virtual Teams: A Literature Review Australian Journal of Basic and Applied Sciences, Vol. 3, No. 3, pp. 2653-2669, 2009 Nader Ale Ebrahim , Shamsuddin Ahmed and Zahari Taha University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering , University of Malaya (UM) and University of Malaya (UM) Date Posted: November 07, 2009 Accepted Paper Series 836 downloads"
Nader Ale Ebrahim

Some Tips For Virtual Team Of Startup Company | Visionwiz - 0 views

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shared by Nader Ale Ebrahim on 16 Feb 13 - No Cached
  • Nader Ale Ebrahim on 16 Feb 13
     
    "Some Tips For Virtual Team Of Startup Company By Martin at February 11, 2013 | 8:26 am | Print Some Tips For Virtual Team Of Startup Company Almost every startup is a virtual team these days, since most don't start out with dedicated office space, and some or all members of the team work part-time or out of their own home. It's a small world, so these team members may not even be in the same town, or the same country. Outsourcing is just another extension of the virtual team concept to people you don't even know. Working effectively with a virtual team of any sort has many challenges. How do entrepreneurs establish and maintain rapport with people they rarely see, and team members who have never met? How do they keep track of what everyone is doing and assure effective communication between all team members? Experts on this subject, including Yael Zofi, in her recent book, "A Manager's Guide to Virtual Teams," has identified eight key characteristics of high-performing virtual teams, which every startup founder should understand and enable: 1. Members exhibit a global mindset - they look outward, not inward. Effective virtual leaders widen their focus from the local to the global, which implicitly creates an environment of respect. Respect engenders buy-in, without which members can't take ownership of work product and work toward a common goal. 2. Members share responsibility for achieving the mission. High performing teams have a sense of purpose where members internalize their piece of the mission, thereby transcending the isolation that defines working in a virtual environment. Team members develop an understanding about their mutual dependence to achieve objectives. 3. A culture of openness facilitates trust and authenticity. Effective founders work to create and maintain an environment of team trust to defuse miscommunications. They focus on behaviors, not on personalities, because they know this engenders trust. Then they "say what t
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