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"Great Virtual Teams: Rule 2: Use Technology to Simulate Reality"

"The Interdependencies of Formal and Informal Network Structure and the Exploration of New Technological Opportunities Among Geographically Dispersed Firms"

" Search in this title: Journal cover: International Journal of Productivity and Performance Management International Journal of Productivity and Performance Management ISSN: 1741-0401 Previously published as: Work Study Online from: 2004 Subject Area: Performance Management and Measurement Content: Latest Issue | icon: RSS Latest Issue RSS | Previous Issues Options: To add Favourites and Table of Contents Alerts please take a Emerald profile Icon: .Table of Contents.Next article.Icon: . Developing a methodology for assessing virtual teams' performance perception Document Information:Title: Developing a methodology for assessing virtual teams' performance perception Author(s): Pedro Gustavo Siqueira Ferreira, (Industrial and Systems Engineering Graduate Program, Pontifical Catholic University of Parana, Curitiba, Brazil), Edson Pinheiro de Lima, (Industrial and Systems Engineering Graduate Program, Pontifical Catholic University of Parana, Curitiba, Brazil and Federal University of Technology - Paraná, Curitiba, Brazil), Sergio E. Gouvea da Costa, (Industrial and Systems Engineering Graduate Program, Pontifical Catholic University of Parana, Curitiba, Brazil and Federal University of Technology - Paraná, Curitiba, Brazil) Citation: Pedro Gustavo Siqueira Ferreira, Edson Pinheiro de Lima, Sergio E. Gouvea da Costa, (2012) "Developing a methodology for assessing virtual teams' performance perception", International Journal of Productivity and Performance Management, Vol. 61 Iss: 7, pp.710 - 729 Keywords: Comprehension, Operation strategy, Operations management, Perception, Performance measures, Virtual teams Article type: Research paper DOI: 10.1108/17410401211263827 (Permanent URL) Publisher: Emerald Group Publishing Limited Abstract: Purpose - The main purpose of this paper is to describe and test a methodology to measure the level of comprehension of priorities in performance measurement systems by virtual teams. Design/methodology/approach â

"Literature, Principle and the basics of Network Value Creation in R&D: The relationship with economy Nader Ale Ebrahim, Shamsuddin Ahmed and Zahari Taha MPRA Paper from University Library of Munich, Germany Abstract: The internationalization of R&D network is a recent phenomenon. In this knowledge based environment, the driving forces for this phenomenon are digitization, the internet, and high-speed data networks that are keys to address many of the operational issues from design to logistics and distribution. From the other direction to surviving in the highly competitive industry, requires strategies to collaborate with or compete with suitable firms within a network in the New Product Development process. The growing internationalization of R&D activities challenges multinational corporations (MNCs) to formulate technology strategies and manage increasingly diffuse and diverse networks of R&D laboratories and alliances in the context of disparate national institutions. Research and development functions are fundamental drivers of value creation in technology-based enterprises. Successful R&D is a function of invention and R&D network. This paper studies R&D network issues from the perspective of their impact on value creation. It is observed that most of the research activities encourage and support R&D networks and influences in economic development. Keywords: Literature review; Network; Value Creation; R&D; economy (search for similar items in EconPapers) JEL-codes: Z13 M12 O32 L17 L1 O1 M11 M54 P23 D8 O3 (search for similar items in EconPapers) Date: 2008-03, Revised 2008-05 References: View complete reference list from CitEc Citations Track citations by RSS feed Downloads: (external link) http://mpra.ub.uni-muenchen.de/27217/ Related works: This item may be available elsewhere in EconPapers: Search for items with the same title. Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: http://EconPapers.repec.org/RePEc:pra:m

"Virtual Teams and Management Challenges Nader Ale Ebrahim, Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya Shamsuddin Ahmed Zahari Taha Abstract Introduction: Collaboration is becoming increasingly important in creating the knowledge that makes business more competitive. Virtual teams are growing in popularity [1] and many organizations have responded to their dynamic environments by introducing virtual teams. Additionally, the rapid development of new communication technologies such as the Internet has accelerated this trend so that today, most of the larger organization employs virtual teams to some degree [2]. A growing number of flexible and adaptable organizations have explored the virtual environment as one means of achieving increased responsiveness [3]. Howells et al. [4] state that the shift from serial to simultaneous and parallel working has become more commonplace. Based on conventional information technologies and Internet-based platforms virtual environments may be used to sustain companies' progress through virtual interaction and communication. Suggested Citation Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2011). Virtual Teams and Management Challenges. Academic Leadership Journal, 9(3), 1-7. Download this Article Download Find in your library Forward to a colleague Share on facebook Share on twitter Share on linkedin Share on google More Sharing Services "

"PACIS 2012 Proceedings Teamwork Quality And Service Innovation Performance Of Virtual Teams Jason Chia-Hsien Wu, Department of Information Management College of Management National Sun Yat-Sen University 70 Lien-Hai Rd. Haohsiung 804, Taiwan ROCFollow Ting-Peng Liang, Department of Managemetn Information Systems National Chengchi University 64, Sec. 2, Zhinan Rd., Wenshan District, Taipei City 11605, Taiwan ROC Abstract Virtual teams (VTs) have emerged as a new form of organizational structure supported by enabling information and communication technologies (ICT) that are able to meet future service innovation challenges of the fast-changing business environment. How effective are these virtual teams in comparison to traditional face-to-face groups? Is the teamwork quality similar and is information exchanged as effectively? The objective of this research is to investigate these issues by developing a research model that combines the task-technology fit and teamwork quality concepts and by using a laboratory experiment to examine the effect of task complexity, media characteristics, and teamwork quality on service innovation performance and satisfaction. The results will offer holds important implications for research and practice in the areas of both service innovation and IT. Recommended Citation Wu, Jason Chia-Hsien and Liang, Ting-Peng, "Teamwork Quality And Service Innovation Performance Of Virtual Teams" (2012). PACIS 2012 Proceedings. Paper 186. http://aisel.aisnet.org/pacis2012/186 "

"[texts] Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process - Nader Ale Ebrahim ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2009. Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process. African Journal of Marketing Management, 1, 211-219. Keywords: Modified stage-gate system; virtual product development; conceptual model Downloads: 32 [texts] Technology Use in the Virtual R&D Teams - Nader Ale Ebrahim ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. 2012. Technology Use in the Virtual R&D Teams. American Journal of Engineering and Applied Sciences, 5, 9-14. Keywords: Collaboration teams; questionnaires; performance; cross-functional teams; product development; structural equation modeling; measurement model; literature review Downloads: 20 [texts] Effective Virtual Teams - Nader Ale Ebrahim ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. 2012. Effective Virtual Teams for New Product Development. Scientific Research and Essay, 7, 1971-1985. Keywords: Virtual teams; collaboration; questionnaires; communication; information; integration; performance; success; cross-functional teams; product development Downloads: 2 [texts] SMEs; Virtual research and development (R&D) teams and new product development: A literature review - Nader Ale Ebrahim ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2010. SMEs; Virtual research and development (R&D) teams and new product development: A literature review International Journal of the Physical Sciences, 5, 916â930. Keywords: Virtual teams; small and medium enterprises; new product development; R&D Downloads: 92 [texts] The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs - Nader Ale Ebrahim ALE EBRAHIM, N., ABDUL RASHID, S. H., AHMED, S. & TAHA, Z. 2011. The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs. Industrial Engineering and Management Systems, 10, 109-114. Keywords: Virtual Teams; New Product Development; Surv

"Full-Text Articles in Industrial Technology Virtual R&D Teams Definition, Nader Ale Ebrahim Jul 2012 Virtual R&D Teams: A Potential Growth Of Education-Industry Collaboration, Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha Feb 2011 Virtual Teams And Management Challenges, Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha Feb 2011 "

"Full-Text Articles in Entrepreneurial and Small Business Operations Virtual Teams And E-Entrepreneurship, Nader Ale Ebrahim Dec 2012 Practical Guide To Write A Phd Thesis, Nader Ale Ebrahim Nov 2012 Approach To Conduct An Effective Literature Review, Nader Ale Ebrahim Oct 2012 Publication Marketing Tools - "Enhancing Research Visibility And Improving Citations", Nader Ale Ebrahim Oct 2012 An Introduction To The Effective Use Of Research Tools Box, Nader Ale Ebrahim Jul 2012 Virtual R&D Teams Definition, Nader Ale Ebrahim Jul 2012 Effective Virtual Teams For New Product Development, Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha Jun 2012 Virtual Collaborative R&D Teams In Malaysia Manufacturing Smes, Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha, M. A. Wazed Feb 2012 Technology Use In The Virtual R&D Teams, Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha Feb 2012 Collaboration Tools For Education - "Learn And Teach Online", Nader Ale Ebrahim Sep 2011 Managing Communication In New Product Development Process: Virtual R&D Teams And Information Technology, Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha Jul 2011 The Effectiveness Of Virtual R&D Teams In Smes: Experiences Of Malaysian Smes, Nader Ale Ebrahim, Salwa Hanim Abdul Rashid, Shamsuddin Ahmed, Zahari Taha Jun 2011 How To Increase H-Index, Nader Ale Ebrahim Apr 2011 Virtual Collaborative R&D Teams In Malaysia Manufacturing Smes, Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha Feb 2011 Virtual R&D Teams: A Potential Growth Of Education-Industry Collaboration, Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha Feb 2011 Virtual Teams And Management Challenges, Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha Feb 2011 How To Conduct A Literature Review, Nader Ale Ebrahim Jan 2011 Determinants Of Foreign Direct Investment In Iran: An Empirical Study Using Stru

"Introduction: Collaboration is becoming increasingly important in creating the knowledge that makes business more competitive. Virtual teams are growing in popularity 1 and many organizations have responded to their dynamic environments by introducing virtual teams. Additionally, the rapid development of new communication technologies such as the Internet has accelerated this trend so that today, most of the larger organization employs virtual teams to some degree 2. A growing number of flexible and adaptable organizations have explored the virtual environment as one means of achieving increased responsiveness 3. Howells et al. 4 state that the shift from serial to simultaneous and parallel working has become more commonplace. Based on conventional information technologies and Internet-based platforms virtual environments may be used to sustain companies' progress through virtual interaction and communication. Item Type: Article "

"Team cognition using collaborative technology: a behavioral analysis"

"Managing Geographically Dispersed Teams: From Temporary to Permanent Global Virtual Teams Tine Hansen VIA University College Alexander John Hope Northumbria University Robert C. Moehler University of Northumbria at Newcastle May 25, 2012 Abstract: The rise and spread of information communication technologies (ICT) has enabled increasing use of geographically dispersed work teams (Global Virtual Teams). Originally, Global Virtual Teams were mainly organised into temporary projects. Little research has focused on the emergent challenge for organisations to move towards establishing permanent Global Virtual Teams in order to leverage knowledge sharing and cooperation across distance. To close this gap, this paper will set the scene for a research project investigating the changed preconditions for organisations. As daily face-to-face communication is not the basis for developing manager-subordinate, as well as member-member relations, the development of teams to work together efficiently and effectively in a virtual setting has often been neglected. Part of this discussion are the changed parameters in relation to increasing global competition; a new generation of self-lead digital natives, who are already practising virtual relationships and a new approach to work, and currently joining the global workforce; and improved communication technologies. Number of Pages in PDF File: 16 Keywords: Global Virtual teams, ICT, leadership, motivation, self-management, millenials working papers series "

"Virtual R&D Teams [26] Virtual teams are spread over a number of locations, and their boundaries are adjusted depending on their tasks. They substantially rely on the use of modern communication and information technologies. R&D activities at BMW are organized in matrix form with one axis for functional capabilities (e.g. car body, chassis, engines) and one axis for the car series (e.g. series 3, 5, 7). A supervisory project team is responsible for organization of the projects and coordinates integration and module teams. Each car part is handled by module teams specifically staffed for a certain purpose (e.g. engine for a 320d model), while R&D employees can be staffed in several teams. Development projects are split into different phases from project definition to line maintenance. Depending on the phase, module teams are very flexible and constantly change their size and member composition except for module and project managers. Simultaneous engineering teams (SE teams) are set up when development occurs in cooperation with external partners such as for example technology suppliers, whose experts then become members of the team. Communication between BMW and suppliers is carried out by extensive use of internet, while quality of knowledge transfer depends on development skills and autonomy of the supplies involved. In summary, the core team represents a physically collocated steering team assuming the role of a system architect and as a central node being responsible among others for product architecture, coordination and control of decentralized activities, and system integration. Local teams take on module development and place their team leaders in the core team. Depending on the situation, specialists take care of functional problems in virtual teams. Local line managers are supervised by a steering committee guaranteeing alignment with relevant project interests. The overall setup is shown in Figure 7 and can be described as an organization of transnation

"Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process Ale Ebrahim, Nader and Ahmed, Shamsuddin and Taha, Zahari (2009) Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process. [Journal (Paginated)] Full text available as: [img] PDF 493Kb 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. Item Type: Journal (Paginated) Additional Information: ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2009. Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process. African Journal of Marketing Management, 1, 211-219. Keywords: Modified stage-gate system, virtual product development, conceptual model Subjects: Computer Science > Human Computer Interaction JOURNALS > Issues in Informing Science and Information Technology JOURNALS > Journal of Information Tec

" Search in this title: Journal cover: International Journal of Productivity and Performance Management International Journal of Productivity and Performance Management ISSN: 1741-0401 Previously published as: Work Study Online from: 2004 Subject Area: Performance Management and Measurement Content: Latest Issue | icon: RSS Latest Issue RSS | Previous Issues Options: To add Favourites and Table of Contents Alerts please take a Emerald profile Icon: .Table of Contents.Next article.Icon: . Developing a methodology for assessing virtual teams' performance perception Document Information:Title: Developing a methodology for assessing virtual teams' performance perception Author(s): Pedro Gustavo Siqueira Ferreira, (Industrial and Systems Engineering Graduate Program, Pontifical Catholic University of Parana, Curitiba, Brazil), Edson Pinheiro de Lima, (Industrial and Systems Engineering Graduate Program, Pontifical Catholic University of Parana, Curitiba, Brazil and Federal University of Technology - Paraná, Curitiba, Brazil), Sergio E. Gouvea da Costa, (Industrial and Systems Engineering Graduate Program, Pontifical Catholic University of Parana, Curitiba, Brazil and Federal University of Technology - Paraná, Curitiba, Brazil) Citation: Pedro Gustavo Siqueira Ferreira, Edson Pinheiro de Lima, Sergio E. Gouvea da Costa, (2012) "Developing a methodology for assessing virtual teams' performance perception", International Journal of Productivity and Performance Management, Vol. 61 Iss: 7, pp.710 - 729 Keywords: Comprehension, Operation strategy, Operations management, Perception, Performance measures, Virtual teams Article type: Research paper DOI: 10.1108/17410401211263827 (Permanent URL) Publisher: Emerald Group Publishing Limited Abstract: Purpose - The main purpose of this paper is to describe and test a methodology to measure the level of comprehension of priorities in performance measurement systems by virtual teams. Design/methodology/approach â

"Why Virtual Teams Fail October 2nd, 2012 | Posted in Collaborating And Leading From A Distance by admin Virtual teams are more prevalent than ever. Advances in technology have made it easier to organize and manage dispersed groups of people. And competitive pressures and the needs of today's global market workforce have made virtual teams a necessity for some organizations. But the fact that virtual teams continue to grow in popularity doesn't mean they're always being used and managed properly. We found that many organizations simply recycle the same guidelines for t co-located teams and hope for the best. And frankly, that system wasn't working. But why are so many virtual teams falling to meet performance expectations? To answer this question, we asked hundreds of virtual team members and leaders to select the top three challenges that hinder their teams' performance. Here's what we found. Lack of face-to-face contact was cited as the top challenge. However, we did find that lack of face-to-face contact was less of an issue for teams that had an initial face-to-face meeting within the first 30-90 days of working virtually together. Overall, these teams were more effective than teams that never met up front. Communication was a close second. Many people reported that members of their teams changed monthly and having team members that are here today and gone tomorrow makes it difficult to find the most effective ways to communicate with one another and to build relationships effectively. Large teams of people with unclear roles was also seen as a key challenge. Add to the frequent change in team members the fact that often people are invited to be on a given team solely because of political reasons, not because they are meant to contribute in a specific way and what we found is that many organizations ended up with large teams of people whose roles are unclear. Given the importance of virtual teamwork, we were surprised by how many teams are

"Virtual Teams and Management Challenges Issues: Summer 2011 - Volume 9 Issue 3 Posted On 2012-02-12 03:56:42 Author(s): nale ebrahim2111, Shamsuddin Ahmed, and Zahari Taha Rating: 10.0/10 (1 vote cast) As a result of globalization and advances in information and communication technologies, the increased use of virtual teams in business has become prominent. In the competitive environment companies are obliged to produce more rapidly, more effectively and more efficiently. It is necessary for them to put together different capabilities and services with the goal, through cooperation between suppliers and customers, service providers and scientific institutions to achieve firm's objective with high quality. Nowadays shift from serial to simultaneous and parallel working in entity has become more commonplace. Literature's have shown that collaboration is as a meta-capability for companies. This article after define a virtual teams and its characteristics, addressing virtual environments and relationship with different challenges which organization should deal them such as management and employee challenges. Finally conclude that managers of company should invest less in tangible assets, but more in virtual team to generate knowledge, and in their employees' creativity to stimulate incremental innovations in already existing technologies that will directly generate their future competitive advantage. Companies must educate everyone, not just virtual employees, on the virtual team culture but both employees and managers need to understand the dealing aspects with virtual team."

"Technology Use in the Virtual R&D Teams"

"New Book: 'A Manager's Guide to Virtual Teams' Published: Wednesday, 16 Nov 2011 | 11:37 AM ET Text Size By: Yael Zofi Author, "A Manager's Guide to Virtual Teams" Twitter 11 LinkedIn 7 Share GUEST AUTHOR BLOG: Keeping Your Team Connected on Your Virtual Journey by Yael Zofi author of "A Manager's Guide to Virtual Teams." Yael Zofi | A Manager's Guide to Virtual Teams Virtual work arrangements are on the rise as traditional work situations are giving way to more flexible ones. The concept of an office in a fixed location that you have to go to is becoming less universal. As executives engage in stringent cost cutting, office space and their attendant expenses shrink, and fewer employees spend their workday at adjoining workstations. Today, knowledge workers can be productive anywhere, thanks to mobile devices, faster network access and online collaboration tools available in coffee houses, inside homes and on city streets. While organizations have long established operations in multiple locations, colleagues are increasingly asked to collaborate across time zones and continents, with shared responsibility for outcomes. In my consulting practice I have seen large conglomerates organize projects around teams that reside in different countries, fully expecting that they will get deliverables out the door quickly within budgetary and time constraints. These teams follow the sun, handing off work products to each other. This is all made possible by technology, the great enabler that helps us create efficiencies and fosters quick decision-making. But what about the human connection? Although team members do not share the same location, they must still work collaboratively to meet common goals. What keeps these individuals organized, communicative, and productive without ongoing face-to-face interactions? And how will organizations ensure the human connection that fue

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