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INNOVATION PROCESS IS FACILITATED IN VIRTUAL ENVIRONMENT OF R & D TEAMSM. Shafia, N. Ale Ebrahim, S. Ahmed, Z. TahaInnovation 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 a major shift from serial to simultaneous R&D in the way of idea conception to technology creation is conceived. This paper briefly reviews the existing perspectives on virtual teams and their effect on innovation and technology regarding the learning capability which is being altered. It also discusses the main characteristics of virtual teams and clarifies the differences aspects of virtual team application in the topic. To support the theoretical analysis, this paper provides a comprehensive review based on authentic and reputed publications. We argue that scanty research has been conducted to facilitate understanding the problem of systematically governing creative innovation toward a technology through virtual R&D teams in the atmosphere of educating individuals based on what they interest them to learn. keywords: virtual team, e-learning, innovation, research and development, learning.

Publication name: EDULEARN09 Proceedings Pages: 2157-2166 Publication year: 2009 ISBN: 978-84-612-9801-3

INNOVATION PROCESS IS FACILITATED IN VIRTUAL ENVIRONMENT OF R & D TEAMS

Extent of Internet-based Technology Use in New Product Development Projects in Canada and the United States Danuta de Grosbois Danuta de Grosbois is an Associate Professor in Department of Tourism and Environment, Brock University, St. Catharines, Canada. E-mail: ddegrosbois@brocku.ca Uma Kumar Uma Kumar is a Professor at Eric Sprott School of Business, Carleton University, Ottawa, Canada. E-mail: uma_kumar@carleton.ca Vinod Kumar Vinod Kumar is a Professor at Eric Sprott School of Business, Carleton University, Ottawa, Canada. E-mail: vinod_kumar@carleton.ca Abstract Internet-based technologies (IBT) have become very popular tools in new product development. However, there is lack of research on how extensively different technologies are used and what they are used for. The objective of this study is to investigate the current state of adoption of Internet-based technologies by Canadian and American manufacturing companies and also to investigate the differences in their applications and use in projects with different levels of product innovativeness, team proximity, and suppliers’ involvement in the team. The research uses data collected from 278 NPD projects conducted by Canadian and American manufacturing companies.

Endeavoring Innovation via Research and Development Management: A Case of Iranian Industrial Sector Reihaneh Montazeri Shatouri, Rosmini Omar, Wan Khairuzzaman Wan Ismail

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.

Virtual teams Developments in communications technologies have seen the emergence of the virtual work team. A virtual team is a group of people who work interdependently and with shared purpose across space, time, and organisation boundaries using technology to communicate and collaborate. Virtual team members can be located across a country or across the world, rarely meet face-to-face, and include members from different cultures.[4] Ale Ebrahim, N., Ahmed, S. & Taha, Z. in their recent (2009) literature review paper, added two key issues to definition of a virtual team “as small temporary groups of geographically, organizationally and/ or time dispersed knowledge workers who coordinate their work predominantly with electronic information and communication technologies in order to accomplish one or more organization tasks”.[5] Many virtual teams are cross-functional and emphasis solving customer problems or generating new work processes. The United States Labour Department reported that in 2001, 19 million people worked from home online or from another location, and that by the end of 2002, over 100 million people world-wide would be working outside traditional offices.[6]

Virtual teams Developments in communications technologies have seen the emergence of the virtual work team. A virtual team is a group of people who work interdependently and with shared purpose across space, time, and organisation boundaries using technology to communicate and collaborate. Virtual team members can be located across a country or across the world, rarely meet face-to-face, and include members from different cultures.[6] Ale Ebrahim, N., Ahmed, S. & Taha, Z. in their recent (2009) literature review paper, added two key issues to definition of a virtual team “as small temporary groups of geographically, organizationally and/ or time dispersed knowledge workers who coordinate their work predominantly with electronic information and communication technologies in order to accomplish one or more organization tasks”.[7] Many virtual teams are cross-functional and emphasis solving customer problems or generating new work processes. The United States Labour Department reported that in 2001, 19 million people worked from home online or from another location, and that by the end of 2002, over 100 million people world-wide would be working outside traditional offices.[8]

Developments in communications technologies have seen the emergence of the virtual work team. A virtual team is a group of people who work interdependently and with shared purpose across space, time, and organisation boundaries using technology to communicate and collaborate. Virtual team members can be located across a country or across the world, rarely meet face-to-face, and include members from different cultures.[6] Ale Ebrahim, N., Ahmed, S. & Taha, Z. in their recent (2009) literature review paper, added two key issues to definition of a virtual team “as small temporary groups of geographically, organizationally and/ or time dispersed knowledge workers who coordinate their work predominantly with electronic information and communication technologies in order to accomplish one or more organization tasks”.[7] Many virtual teams are cross-functional and emphasis solving customer problems or generating new work processes. The United States Labour Department reported that in 2001, 19 million people worked from home online or from another location, and that by the end of 2002, over 100 million people world-wide would be working outside traditional offices.[8]

A virtual team (also known as a geographically dispersed team or distributed team) is a group of individuals who work across time, space and organizational boundaries with links strengthened by webs of communication technology. Powell, Piccoli and Ives define virtual teams in their literature review article “as groups of geographically, organizationally and/or time dispersed workers brought together by information and telecommunication technologies to accomplish one or more organizational tasks.”[1] Ale Ebrahim, N., Ahmed, S. &[39][42];.[43] Majchrzak et al.[44] found that face-to-face meetings or phones calls are suitable for ambiguous tasks, managing conflicts, managing external resources, brainstorming and strategic talks. Electric communication is more suitable for more structured tasks such as routine analysis, examining design tradeoffs and monitoring project status. Interestingly, in their study the team first adjusted their organization to the technology at hand, but later also adjusted the technology to their organization.