Skip to main content

Home/ Virtual R&D Teams/ Group items tagged Outsourcing

Rss Feed Group items tagged

Filter: All | Bookmarks | Topics Simple Middle
Nader Ale Ebrahim

Working With Distributed Teams in Agile Methodology - 0 views

toddsblogs.com/...ted-teams-in-agile-methodology

shared by Nader Ale Ebrahim on 17 Jun 12 - No Cached
  • Nader Ale Ebrahim on 17 Jun 12
     
    "Outsourcing a portion of work is becoming more and more common for IT departments around the world. The main reason an agile software development company may outsource is to reduce costs due to lower wages in foreign countries or to seek out expertise not found in their local area. When a company outsources a portion of work to a team in another location, the two groups must work as a distributed team. While many people do not consider working on a distributed team as ideal compared to working with co-located teams, there are many ways to improve the group dynamic and achieve optimal results. The agile methodology can be an excellent way to work with distributed teams."
Nader Ale Ebrahim

Leadership e tecnologia nei team virtuali - Padua@Research - 0 views

paduaresearch.cab.unipd.it/5328

shared by Nader Ale Ebrahim on 25 Nov 13 - No Cached
  • Ebrahim, N. A., Ahmed, S., & Taha, Z. 2009. Virtual R & D teams in small and medium enterprises: A literature review. Scientific Research and Essays, 4(13): 1575-1590. Cerca con Google
  • Nader Ale Ebrahim on 25 Nov 13
     
    "Poliandri, Vincenza (2013) Leadership e tecnologia nei team virtuali. [Tesi di dottorato] Full text disponibile come: [img] PDF Document 5Mb Abstract (english) Virtual teams (VT) are today a pervasive form of work since organizations increasingly use them to perform knowledge intensive tasks and innovative activities. VTs' features are global distribution of members (spatial and temporal dispersion), pervasive use of technologies as the main means of communication and collaboration and functional, organizational, disciplinary, cultural and linguistic heterogeneity of members. In the last years the research interest on VT has grown according to their diffusion in organizations, enabled by the development of new technologies and recent economic changes. Today the effectiveness of these teams is strategic for organizations because they have the potential to increase competitiveness and flexibility. The literature on VT and work at a distance provides numerous contributions on the factors influencing their effectiveness as technology use and leadership processes. As in traditional teams, even in VT the role of the leader is crucial for the performance of the group, but the traditional leadership models considered so far show their limits when they are moved into a virtual environment. This happens because leadership theories have been studied for co-located teams which are based on face-to-face interactions, while VTs' dynamics are partially different and cannot be completely explained by traditional theories. Another important factor related to the effectiveness of VT is technology, seen both as a means of communication and of collaboration. The VTs' leadership is expressed through technology, so leaders choose and use different types of technologies and combination of media; moreover, leaders and members must have the sense and the perception of the presence of technology and also being able to use it. However studies on how this two elements relate to each other
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

Relationship between R&D Globalization and R&D Virtualization - 0 views

journalogy.net/...ization-and-r&d-virtualization

shared by Nader Ale Ebrahim on 04 Aug 12 - No Cached
  • Relationship between R&D Globalization and R&D Virtualization   BibTex | RIS | RefWorks Download Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha The globalization of Research and Development (R&D) is not a recent phenomenon. Since the1960s, for various reasons, companies have been performing some kind of R&D activities outside their home countries. The pressure of globalization competition force producers to continuously innovate and upgrade the quality of existing products. The mega trends like globalization and high demand fluctuation force companies and supply chains to innovate new business models to gain and maintain competitive position. Networking, outsourcing, and information and communication technology are considered as general tools and means to respond to these challenges. The development of powerful ICTs has facilitated globalization. The globalization and the new waves of global trends in economy, services and business along with advances in telecommunications technology have paved the way for the formation and the performance of virtual teams. Virtualization in R&D has recently started to make serious headway due to developments in technology. In this paper the relationship between R&D virtualization and R&D globalization will be discussed. Although most R&D activity has for a long time been concentrated in a few advanced economies, this is now beginning to change and R&D activity is becoming more geographically dispersed and technologically specialized. Finding shows that decision to use a virtual R&D team is often a necessity and not a choice. Published in 2008.
  • Nader Ale Ebrahim on 04 Aug 12
     
    " [Paper] Relationship between R&D Globalization and R&D Virtualization Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha The globalization of Research and Development (R&D) is not a recent phenomenon. Since the1960s, for various reasons, companies have been performing some kind of R&D activities outside their home countries. The pressure of globalization competition force producers to continuously innovate and upgrade the quality of existing products. The mega trends like globalization and high demand fluctuation force companies and supply chains to innovate new business models to gain and maintain competitive position. Networking, outsourcing, and information and communication technology are considered as general tools and means to respond to these challenges. The development of powerful ICTs has facilitated globalization. The globalization and the new waves of global trends in economy, services and business along with advances in telecommunications technology have paved the way for the formation and the performance of virtual teams. Virtualization in R&D has recently started to make serious headway due to developments in technology. In this paper the relationship between R&D virtualization and R&D globalization will be discussed. Although most R&D activity has for a long time been concentrated in a few advanced economies, this is now beginning to change and R&D activity is becoming more geographically dispersed and technologically specialized. Finding shows that decision to use a virtual R&D team is often a necessity and not a choice. Published in 2008."
Nader Ale Ebrahim

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

visionwiz.net/...irtual-team-of-startup-company

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
Nader Ale Ebrahim

Issue 69 September 2012 - World Academy of Science, Engineering and Technology - 0 views

www.waset.org/...v69.php

shared by Nader Ale Ebrahim on 28 Oct 12 - No Cached
  • Endeavoring Innovation via Research and Development Management: A Case of Iranian Industrial Sector Reihaneh Montazeri Shatouri, Rosmini Omar, Wan Khairuzzaman Wan Ismail
  • Nader Ale Ebrahim on 28 Oct 12
     
    " Article# WORLD ACADEMY OF SCIENCE, ENGINEERING AND TECHNOLOGY ISSUE 69 SEPTEMBER 2012 Page# 1 A Study on the Average Information Ratio of Perfect Secret-Sharing Schemes for Access Structures Based on Bipartite Graphs Hui-Chuan Lu 1 2 Second Order Admissibilities in Multi-parameter Logistic Regression Model Chie Obayashi, Hidekazu Tanaka, Yoshiji Takagi 7 3 Note on the necessity of the patch test Rado Flajs, Miran Saje 12 4 Optimal Distribution of Lift Gas in Gas Lifted Oil Field Using MPC and Unscented Kalman Filter Roshan Sharma, Bjørn Glemmestad 16 5 Trends in Competitiveness of the Thai Printing Industry Amon Lasomboon 28 6 A Micro-Watt Second Order Filter for a Chopper Stabilized MEMS Pressure Sensor Interface Arup K. George, Wai Pan Chan, Zhi Hui Kong, Minkyu Je 31 7 Diversification of the Monogeneans (Platyhelminthes) in Indian Freshwater Fish Families A. Chaudhary, H.S. Singh 34 8 A Ring-Shaped Tri-Axial Force Sensor for Minimally Invasive Surgery Beibei Han,Yong-Jin Yoon, Muhammad Hamidullah, Angel Tsu-Hui Lin, Woo-Tae Park 38 9 Ecological Risk Assessment of Poly Aromatic Hydrocarbons in the North Port, Malaysia Belin Tavakoly Sany, Aishah Salleh, Abdul Halim Sulaiman, Ghazaleh Monazami Tehrani 43 10 Intercultural Mediation Training and the Training Process of Common Sense Leaders by the Leadership of Universities Communication and Artistic Campaigns Bilgehan Gültekin, Tuba Gültekin 47 11 The Effect of Rotational Speed and Shaft Eccentric on Looseness of Bearing Chalermsak Leetrakool, Komson Jirapattarasilp 57 12 Benchmarking: Performance on ALPS and Formosa Clusters Chih-Wei Hsieh, Chau-Yi Chou, Sheng-HsiuKuo, Tsung-Che Tsai, I-Chen Wu 61 13 Effects of Different Plant Densities on the Yield and Quality of Second Crop Sesame Ö. Öztürk, O. Şaman 66 14 Agrowaste: Phytosterol from Durian Seed D. Mohd Nazrul Hisham, J. Mohd Lip, R. Suri, H. Mohamed Shafit, Z.Kharis, K. Shazlin, A. Normah, M.F. Nurul Nabilah 72 15
Nader Ale Ebrahim

Chris Ducker: The Art of Managing a Virtual Team - Online Collaboration - 0 views

gigaom.com/...art-of-managing-a-virtual-team

shared by Nader Ale Ebrahim on 25 Apr 12 - No Cached
  • Nader Ale Ebrahim on 25 Apr 12
     
    "Chris Ducker: The Art of Managing a Virtual Team By Thursday Bram Nov. 9, 2010, 9:00am PT 3 Comments inShare Chris Ducker has made an art out of outsourcing. He not only writes about effectively building virtual business systems and teams at Virtual Business Lifestyle, but he also operates Virtual Staff Finder. Ducker's in-depth knowledge of how to work with team members who may be on the other side of the world gives him special insight into managing teams virtually. He answered a few questions for us about his process. Thursday Bram: How do you make sure that, day in and day out, the team members you work with virtually stay on top of your projects? Chris Ducker: I use a project management system that I had one of my staff program - it's very close to Basecamp, but watered-down. I also have my personal assistant speak with them on a daily basis, too. I am not a major slave-driver with my virtual assistants. I allow them to pretty much do whatever they want, and work whenever they want‚ just as long as the work itself gets done and to the high level that I expect. Thursday: What training or tools do you think someone interested in working with a team virtually needs? Ducker: This really changes from one case to another. For some it can be very little, for others, quite intense. For sure, the virtual assistants have to be very, very web savvy. They should know their way around all the social networking sites properly, blogging tools, and be able to use Google and Google Apps. Training can be done mostly via videos on YouTube and perhaps some more personalized screencasts that you can make with software like Jing, for example. I also use Dropbox for all of the sharing and back-up needs that we have, too. Thursday: What problems do you commonly see with organizations or individuals interested in working with a virtual assistant? Ducker: It has to be that they believe that one single virtual assistant is going to be able to perform like a team, and do
Nader Ale Ebrahim

Virtual multicultural teams: real communication in the virtual world - Daily news in En... - 0 views

www.romania-insider.com/...30300

shared by Nader Ale Ebrahim on 13 Feb 12 - No Cached
  • Nader Ale Ebrahim on 13 Feb 12
     
    "Virtual multicultural teams: real communication in the virtual world Intercultural | Irina Budrina | August 8, 2011 8:43 am The following situation sounds common enough for Romania, a country which has been chosen by many companies as their outsource location. The cheaper and more skilled labor force, plus the expansion of online technologies make it easy for Romanians to tele work with colleagues in other countries. But how easy is it to communicate with them? By Irina Budrina Let's start from the following situation: A company based in the United States develops multimedia software with a team of 7 free-lance developers located in 3 different countries, including Romania. The team was formed through Internet chat groups or interpersonal relations and is completely virtual. All developers are under commercial contract with the main company. The company has no offices and developers have never met with each other. All employees tele-work from home and informally communicate through electronic means. Each developer has specific tasks and is in charge of one part of the software development. They plan the work together at the beginning of each project. They work on the same data file and post their contributions on a collaborative platform. The company's job is to assemble the different pieces developed by the tele-workers. Many companies use virtual teams of geographically dispersed people to work on short- and long-term projects. A long-term "virtual" team is one that conducts its work almost entirely through electronic technology. Such technology and the expansion of global business have changed the work environment for organizations of all sizes, allowing even small companies to compete in the international market place. Communicating across cultures using technology can be a difficult task. It requires understanding the advantages and limitations of technology and how to build relationships via technology. Though it gives an opportunity for fre
Nader Ale Ebrahim

Crowdsourcing based business models: In search of evidence for innovation 2.0 - 0 views

spp.oxfordjournals.org/...scipol.scs009.abstract

shared by Nader Ale Ebrahim on 09 Mar 12 - No Cached
  • Nader Ale Ebrahim on 09 Mar 12
     
    "Crowdsourcing based business models: In search of evidence for innovation 2.0 Sonja Marjanovic1,*, Caroline Fry1 and Joanna Chataway1,2 + Author Affiliations 1RAND Europe, Westbrook Centre, Milton Road, Cambridge CB41YG, UK. 2ESRC Innogen Centre Development Policy and Practice, Mathematics Computing and Technology Faculty, The Open University, Walton Hall, Milton Keynes MK7 6AA, UK. ↵*Corresponding author. Email: smarjano@rand.org Abstract Open innovation has gained increased attention as a potential paradigm for improving innovation performance. This paper addresses crowdsourcing, an under-researched type of open innovation that is often enabled by the web. We focus on a type of crowdsourcing where financial rewards exist, where a crowd is tasked with solving problems which solution seekers anticipate to be empirically provable, but where the source of solutions is uncertain and addressing the challenge in-house perceived to be too high-risk. There is a growing recourse to crowdsourcing, but we really know little about its effectiveness, best practices, challenges and implications. We consider the shift to more open innovation trajectories over time, define crowdsourcing as an open innovation model, and clarify how crowdsourcing differs from other types of 'open' innovation (e.g. outsourcing and open-source). We explore who is crowdsourcing and how, looking at the potential diversity and core features and variables implicated in crowdsourcing models. Key words crowdsourcing open innovation models"
Nader Ale Ebrahim

Scopus - Document details - 0 views

www.scopus.com/...display.uri

shared by Nader Ale Ebrahim on 07 Sep 17 - No Cached
  • Nader Ale Ebrahim on 07 Sep 17
     
    "eam Performance Management Volume 23, Issue 5-6, 2017, Pages 227-242 Working separately but together: appraising virtual project team challenges(Article) Zuofa, T.aEmail Author, Ochieng, E.G.bEmail Author View Correspondence (jump link) aFaculty of Engineering, Environment and Computing, Coventry, United Kingdom bCranfield School of Management, Cranfield University, Cranfield, United Kingdom Abstract View references (72) Purpose: This paper aims to extend the extant knowledge on virtual teams by examining the challenges of virtual project teams in organisations in Nigeria. Design/methodology/approach: Data were collected through semi-structured interviews. Totally, 20 interviews were recorded, transcribed and analysed. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the virtual project team issues identified by participants. Findings: The findings from this study confirmed the growing relevance of virtual project teams in highly competitive global business environments. It emerged that some of the challenges identified in the study had some level of congruence with those previously identified from similar studies from other geographical locations. The findings also suggested that challenges in virtual project teams can be linked to the organisation, the project team and the virtual environment or even a combination of all. Practical implications: The present study corroborates the position that managing virtual project teams requires additional efforts to attain their objectives through effective communications and the adoption of appropriate technology. Originality/value: The originality of this study lies in its exploration of virtual project team challenges in a sub-Saharan Africa country (Nigeria). By identifying the challenges associated with virtual project teams, stakeholders will be better able to successfully establish and manage virtual project teams better. © 2
Nader Ale Ebrahim

Items where Subject is "L - Industrial Organization > L1 - Market Structure, Firm Strat... - 0 views

mpra.ub.uni-muenchen.de/...L1.html

shared by Nader Ale Ebrahim on 18 Oct 12 - No Cached
  • Nader Ale Ebrahim on 18 Oct 12
     
    "JEL Classification: L1 - Market Structure, Firm Strategy, and Market Performance JEL Classification (20485) L - Industrial Organization (2451) L1 - Market Structure, Firm Strategy, and Market Performance (730) L10 - General (81) L11 - Production, Pricing, and Market Structure; Size Distribution of Firms (160) L12 - Monopoly; Monopolization Strategies (29) L13 - Oligopoly and Other Imperfect Markets (193) L14 - Transactional Relationships; Contracts and Reputation; Networks (107) L15 - Information and Product Quality; Standardization and Compatibility (70) L16 - Industrial Organization and Macroeconomics: Industrial Structure and Structural Change; Industrial Price Indices (68) L17 - Open Source Products and Markets (26) L19 - Other (9) Number of items at this level: 143. Fulvio , Castellacci (2012): Business Groups, Innovation and Institutional Voids in Latin America. Unpublished. Chen, Yongmin; Pan, Shiyuan and Zhang, Tianle (2012): (When) Do Stronger Patents Increase Continual Innovation? Unpublished. Fan, Haichao; Lai, Edwin L.-C. and Li, Yao Amber (2012): Credit Constraints, Quality, and Export Prices: Theory and Evidence from China. Unpublished. Ciliberto, Federico and Schenone, Carola (2012): Are the Bankrupt Skies the Friendliest? Unpublished. Ciliberto, Federico and Schenone, Carola (2012): Bankruptcy and product-market competition: evidence from the airline industry. Unpublished. Aliu, Armando (2012): European industrial relations: transnational relations and global challenges. Unpublished. Agisilaou, Panayiotis (2012): Keep to sustain or keep to exploit? Why firms keep hard evidence. Unpublished. Golonka, Monika (2012): Konwergencja, konsolidacja, koopetycja - jak zmienia się branża technologii informacyjnych i komunikacyjnych (ICT). Published in: Przeglad Organizacji , Vol. 3
Nader Ale Ebrahim

Benefits and Pitfalls of Virtual R&D Teams: An Empirical Study-知来论文发表中心 - 0 views

lw20.com/2011022475731484.html

shared by Nader Ale Ebrahim on 25 Oct 11 - No Cached
  • Benefits and Pitfalls of Virtual R&D Teams: An Empirical Study 下载全文 Abstract:In this paper, advantages and drawbacks of virtual teams in research and development (R&D) are studied. With the globalization of commercial practices and advances in information and communication technologies, increasing numbers of enterprises are establishing cross-functional, geographically distributed virtual teams. Virtual teams in R&D are designed to access external resources and knowledge to maximize the competitive advantage from limited labor and resources. A survey has been conducted on 210 Malaysian and Iranian manufacturing companies, aimed to investigate the characteristics of R&D collaborations and extract the main advantages/disadvantages ’ factors of virtual teams. These factors can be a guide line for R&D manager to achieve better performance of virtual teams. Author: Nader Ale Ebrahim Shamsuddin Ahmed Zahari Taha Year:2010 Source:IN: 6TH INTERNATIONAL COMMUNICATION & INFORMATION TECHNOLOGY MANAGEMENT CONFERENCE (ICTM 2010) Volume-OnPage: Keyword: 相似文献 [1] Bai Zi-li Liu Chang-you Li Hui-ya Empirical study on the R&D spillover effect among regional industries[2] Zhou Zhengzhu An empirical study of the external motivation about R&D outsourcing[3] Bin-Feng Chai Empirical study on the relationship between R&D investment, capital structure, and firm size of China private listed Companies[4] Wei, Li Gen-dao, Li Functioning of co-opetition on the R&D efficiency and productivity growth: An empirical study of Chinese pharmaceutical companies[5] Qiang He Song Chen Jian Zhang An empirical study of board education's distribution and R&D expenditure from listed manufacturing firms in China[6] Zhu, Jie Chen, Shuang Lu, Qiang Measuring member performance in multi-functional R&D teams: an empirical study with GAHP analysis[7] Ziqi Liao Greenfield, P.F. Corporate R&D strategy portfolio in Japanese and Australian technology-based firms: an empirical study[8] Nader Ale Ebrahim Shamsuddin Ahmed Zahari Taha Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs[9] Li Yinsheng Hu Baomin Zhang Die An empirical research on R&D investment and economic growth[10] Ureyen, R. Meydanli, I.I. Koksaldi, S. Reorganization of an industrial R&D center: a case study
1 - 15 of 15
Showing 20▼ items per page