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Nader Ale Ebrahim

Real Tools for Virtual Teams | Fast Company - 0 views

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    " Real Tools for Virtual Teams "
Nader Ale Ebrahim

Choose the Right Tools to Communicate With Your Virtual Team - Management Tip of the Da... - 0 views

shared by Nader Ale Ebrahim on 18 Sep 12 - No Cached
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    "Choose the Right Tools to Communicate With Your Virtual Team"
Nader Ale Ebrahim

Scopus - Document details - 0 views

  • Enhancing team performance through tool use: How critical technology-related issues influence the performance of virtual project teams
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    "Enhancing team performance through tool use: How critical technology-related issues influence the performance of virtual project teams"
Nader Ale Ebrahim

IEEE Xplore - Enhancing Team Performance Through Tool Use: How Critical Technology-Rela... - 0 views

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    " Browse Journals & Magazines > Professional Communication, I ...> Volume:56 Issue:4 Help Enhancing Team Performance Through Tool Use: How Critical Technology-Related Issues Influence the Performance of Virtual Project Teams "
Nader Ale Ebrahim

IEEE Xplore - Enhancing Team Performance Through Tool Use: How Critical Technology-Rela... - 0 views

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    "Enhancing Team Performance Through Tool Use: How Critical Technology-Related Issues Influence the Performance of Virtual Project Team"
Nader Ale Ebrahim

IEEE Xplore - Enhancing Team Performance Through Tool Use: How Critical Technology-Rela... - 0 views

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    "Enhancing Team Performance Through Tool Use: How Critical Technology-Related Issues Influence the Performance of Virtual Project Teams "
Nader Ale Ebrahim

The Virtual Simulation: A Tool for Leadership Education in Global Corporations - Conine... - 0 views

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    "The Virtual Simulation: A Tool for Leadership Education in Global Corporations"
Nader Ale Ebrahim

Research Tools (Nader Ale Ebrahim) - Academia.edu - 0 views

  • Research Tools This presentation is designed to help students who seek to reduce the search time by expanding the knowledge of researchers to more effectively use the "tools" that are available through the Net.
Nader Ale Ebrahim

Collaboration Tools - 0 views

  • Online Collaboration Tools by Nader Ale Ebrahim
  • setTimeout('HtmlControlJS.loadFrame\x28\x27ctl00_IWS_WH_CPH_Content_HtmlControl2\x27, \x27\x5cx3ciframe width\x5cx3d\x5cx22600\x5cx22 height\x5cx3d\x5cx22400\x5cx22 frameborder\x5cx3d\x5cx220\x5cx22 src\x5cx3d\x5cx22http\x5cx3a\x5cx2f\x5cx2fwww.mindmeister.com\x5cx2fmaps\x5cx2fpublic_map_shell\x5cx2f39918845\x5cx2fonline-collaboration-tools-2011-nader-ale-ebrahim\x5cx3fwidth\x5cx3d600\x5cx26height\x5cx3d400\x5cx26zoom\x5cx3d0\x5cx26live_update\x5cx3d1\x5cx22 scrolling\x5cx3d\x5cx22no\x5cx22 style\x5cx3d\x5cx22overflow\x5cx3ahidden\x5cx22\x5cx3e\x5cx3c\x5cx2fiframe\x5cx3e\x27,1033, \x272.02.4131.0\x27\x29\x3b', 0); Well - another apprach and good work.
Nader Ale Ebrahim

The Virtual Simulation: A Tool for Leadership Education in Global Corporations - Conine... - 0 views

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    "The Virtual Simulation: A Tool for Leadership Education in Global Corporations"
Nader Ale Ebrahim

VTMM - Virtual Team Maturity Model - Tags: VIRTUAL reality TEAMS in the workplace - 0 views

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    "VTMM - Virtual Team Maturity Model AUTHOR(S) Friedrich, Ralf; Bleimann, Udo; Stengel, Ingo; Walsh, Paul PUB. DATE January 2011 SOURCE Proceedings of the European Conference on Management, Leadership;2011, p159 SOURCE TYPE Conference Proceeding DOC. TYPE Article ABSTRACT As virtual teamwork becomes more and more widely used the performance of many virtual teams is still low and initiatives improving virtual team performance are often ignored (Kostner, 1998, Lipnack and Stamps, 2000, St�ger and Thomas, 2007). One of the reasons is the lack of a reference model against which virtual teams can be assessed and gaps in the performance can be identified and closed. In two rounds of control group experiments, carried-out in 2010 and 2011 and an organisational analysis of a global engineering organisation in 2011, it was identified that a gap in performance is closely related to inappropriate behaviours of team leaders and team members in a virtual environment. VTMM - Virtual Team Maturity Model addresses this gap. It is designed to assess the current maturity of a virtual team and proposes clear steps to improve the virtual team performance quickly. This is achieved through a set of pre-defined virtual team processes. Implementing these processes will lead to a new behaviours applied by all members of the virtual team and this new behaviour will lead then to increased team performance. The increased performance can be measured in maturity levels, showing evidence of the degree of implementation of the virtual team processes. In addition to the processes, VTMM offers two best practice libraries: One for virtual team tools and one for virtual team culture. ACCESSION # 69727370 Tags: VIRTUAL reality; TEAMS in the workplace; EMPLOYMENT practices; ORGANIZATIONAL structure; BEST practices"
Nader Ale Ebrahim

ScienceDirect.com - Computers in Human Behavior - The changing nature of user attitudes... - 0 views

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    "Computers in Human Behavior Available online 11 November 2012 In Press, Corrected Proof - Note to users Cover image The changing nature of user attitudes toward virtual world technology: A longitudinal study Andy LuseCorresponding author contact information, E-mail the corresponding author, Brian Mennecke E-mail the corresponding author, Janea Triplett E-mail the corresponding author Iowa State University, 1360 Gerdin Business Building, Ames, IA 50011, United States http://dx.doi.org/10.1016/j.chb.2012.10.004, How to Cite or Link Using DOI Permissions & Reprints View full text Purchase $19.95 Abstract Virtual world technologies have been utilized in gaming for a number of years but only recently have they been applied as a serious tool for business. Many business applications have been identified, including the use of virtual worlds for team collaboration, training, and education, but a question remains about whether users will accept the premise that virtual worlds represent useful environments for engaging in business functions. We address this question by examining user reactions to virtual worlds. The first study looks at attitudes of users of the virtual world Second Life during three time periods (i.e., before exposure to the environment, after an information session and discussion of Second Life, and after use of the environment). Two variables, user acceptance of virtual world technologies and user self-efficacy, were examined as the primary dependent measures. Results show that while self-efficacy increases over time, user acceptance decreases in a highly correlated pattern. A second study investigates the underlying causes of the observed pattern of user acceptance using a content analysis of written reflections of user experiences. Both studies paint a detailed picture of user intentions and some of the reasons these intentions developed after use. The paper concludes with a discussion of the implications of these result
Nader Ale Ebrahim

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

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    "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

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

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    "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

The Grove | Our Work | Drexler/Sibbet Team Performance™ Model - 0 views

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    "Drexler/Sibbet Team Performance Model A comprehensive tool for understanding the stages of team development."
Nader Ale Ebrahim

Effective Leadership Development in the Workplace - 0 views

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    "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

GUPEA: User involvement in designing a web-based support system for young carers - insp... - 0 views

  • User involvement in designing a web-based support system for young carers – inspiring views and systemic barriers
  • User involvement in designing a web-based support system for young carers – inspiring views and systemic barriers Please use this identifier to cite or link to this item: http://hdl.handle.net/2077/32548 Files in This Item: File Description SizeFormat gupea_2077_32548_1.pdfThesis frame1330KbAdobe PDFView/Opengupea_2077_32548_2.pdfSpikblad396KbAdobe PDFView/Open Title: User involvement in designing a web-based support system for young carers – inspiring views and systemic barriers Authors: Elf, Mikael E-mail: elf.mikael@bredband.net Issue Date: 17-Apr-2013 University: Göteborgs universitet. Samhällsvetenskapliga fakultetenUniversity of Gothenburg. Faculty of Social Sciences Institution: Department of Psychology ; Psykologiska institutionen Parts of work: I. Elf, M., Skärsäter, I. & Krevers, B. (2011). “The web is not enough, it’s a base“ – an explorative study of what needs a web-based support system for young carers must meet. Informatics for Health and Social Care, 36(4), 206-219.VIEW ARTICLEII. Elf, M., Rystedt, H., Lundin, J. & Krevers, B. (2012). Young carers as co-designers of a web-based support system - the views of two publics. Informatics for Health and Social Care, 37(4), 203–216.VIEW ARTICLEIII. Elf, M., Rystedt, H. & Krevers, B. (20XX). Handling user influence in participatory design – a grounded theory study of the internal work of a design team. Manuscript submitted for publication.IV. Elf, M., Rystedt, H., Skärsäter, I. & Krevers, B. (20XX). A comparison of intended and real use of a research web health portal and its implementation. Manuscript submitted for publication. Date of Defence: 2013-05-24 Disputation: Fredagen den 24 maj 2013, kl 9.00, Sal F1, Psykologiska institutionen, Haraldsgatan 1. Degree: Doctor of Philosophy Publication type: Doctoral thesis Series/Report no.: Doctoral Dissertation Keywords: Design processmeta designonline supportparticipatory designpublicuser involvementweb-based health supportyoung carer Abstract: The studies in this dissertation have their origin in the research project PS Young Support. This project aimed to develop and evaluate a web-based support system (WBSS) for young people living close to someone with mental illness. To make this support relevant, and to achieve legitimacy and trustworthiness it was found important to cooperate with prospective users in developing it through a participatory design (PD) process. The dissertation follows two lines of investigation. One of these relates to how PD can inspire new views on design, while the other is about barriers to involvement of users. Specifically, inspiring views aims at how a PD process with prospective users as co-designers has influenced the way we think about WBSSs. Moving on from the common idea of a WBSS as a stand-alone intervention, Studies I and II show that WBSSs can be used as a tool to reach real-life support. Earlier research suggests that online support is rarely the preferred support; the present research show that young carers viewed it as a starting point for reaching real-life contacts and real- life support. Furthermore, young people with poor mental health are more prone to seek support online compared with those with less poor mental health. Hence, a WBSS could serve as a means to capture the former group and offer them online support. At the same time it could serve as a tool for reaching real-life support and external services. In this way the WBSS could offer a help path to individuals in need of support. Study IV investigates meta design, i.e. how users have really used the WBSS and the conditions for redesign. The development WBSS and its implemented version are compared with respect to their intended use (thing design) and how they really were used (use design). The context of use was found to be critical, since data collected in an experimental setting may be misleading and not reflect real use. Consequently, natural settings are recommended for user feedback. The second line of investigation in this dissertation concerns systemic barriers including barriers to user influence. It is not common in PD to focus on the designers. However, Study II and III reveal two types of barriers, both of which are connected to the designers. They are “systemic” barriers as they are a part of the setting that constitutes design. They cannot really be avoided, just handled. The first barrier has to do with the fact that users and designers do not regularly share the same social conditions, and consequently that they have different assumptions, implying that they may have difficulties to understand each other. Assumptions of shared views and the fact that understanding is a process that takes time may increase the effect of this foundational difference. Study II reports crucial differences in the views of what the WBSS should support. The second barrier concerns the impact of deadlines on designers’ attitudes to users’ contributions. Study III reports that halfway through the design process, designers reorganized their work and put more effort into the act of producing an artefact. Along with this shift, designers’ preferred type of knowledge seemed to change, from knowledge based on user experience to expert knowledge.... more ISBN: ISBN 978-91-628-8671-4 ISSN: 1101-718X URI: http://hdl.handl
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    "978-91-628-8671-4"
Nader Ale Ebrahim

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

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    "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
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