Baywood - Article - 0 views
Virtual Teaming - Whiteleaf Editing - 0 views
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"Virtual Teaming As a 21st century freelance editor I have extensive experience with effective virtual teaming, otherwise known as working remotely, connecting and communicating with clients through information communication technology such as email, telephone and video conferencing (Skype). While many individual clients are quite comfortable with virtual team work with their editor, many academic organisations, businesses, and institutions are now learning of the benefits of virtual teaming and are increasingly turning to virtual team work as a cost effective way to hire the best people - specialists who can get an assignment done quickly and well. In today's increasingly globalised world, with it's increasingly casualized workforce, virtual team work is an essential business practice for any organization that has, or wishes to have, a truly global vision and reach. In the past I have worked virtually as a copy-editor and transcriber with the Max Planck Institute as well as a proofreader with Napier University. And I currently work as manager of virtual teams with the Visual Anthropology Review (Book Reviews Editor) and Versita (Managing/Aquisitions Editor). As a manager of virtual teams I use Internet communication and the quick and accurate sharing of documents through email, Dropbox and other cloud-based systems, and team-collaboration tools such as Microsoft SharePoint to communicate with other team members and share work. By organising the work of various virtual teams across the globe I am able to use differences in time-zone and regional specialisation to best advantage.My experience with virtual teaming also means that I am familiar with employment laws and the organization of contracts in a variety of countries across Europe and North America. These are skills that, as your freelance editor, I will bring to every project that I complete for you. You can be assured that our communications will be clear, concise, and effective; that work w"
Virtual R&D teams in small and medium enterprises: a literature review - Cogprints - 0 views
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"Virtual R&D teams in small and medium enterprises: a literature review Ale Ebrahim, Nader and Ahmed, S. and Taha, Zahari (2009) Virtual R&D teams in small and medium enterprises: a literature review. [Journal (Paginated)] Full text available as: [img] PDF - Published Version 387Kb Abstract Small and medium enterprises (SMEs) are the driving engine behind economic growth. While SMEs play a critical role in generating employment and supporting trade, they face numerous challenges, the prominent among them are the need to respond to fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Towards that end, research and development (R & D) aspect deserves particular attention to promote and facilitate the operations of SMEs. Virtual R & D team could be a viable option. However, literature shows that virtual R & D teaming in SMEs is still at its infancy. This article provides a comprehensive literature review on different aspects of virtual R & D teams collected from the reputed publications. The purpose of the state-of-the-art literature review is to provide an overview on the structure and dynamics of R & D collaboration in SMEs. Specifying the foundation and importance of virtual teams, the relationship between virtual R & D team and SMEs has been examined. It concludes with the identification of the gaps in the existing literature's and calls for future research. It is argued that setting-up an infrastructure for virtual R & D team in SMEs still requires a large amount of engineering efforts and deserves consideration at top level management. Item Type: Journal (Paginated) Keywords: Virtual teams, small and medium enterprises, literature review Subjects: JOURNALS Computer Science > Human Computer Interaction Electronic Publishing > Peer Review ID Code: 7804 Deposited By: Ale Ebrahim, Nader Deposited On: 16 Dec 2011 00:00 Last Modified: 16 Dec 2011 00:00 References in Article Select the SEEK icon to attempt to find the referenced a
EconPapers: Journal of Information & Knowledge Management (JIKM) - 0 views
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"Journal of Information & Knowledge Management (JIKM) 2005 - 2012 Edited by Professor Suliman Hawamdeh from World Scientific Publishing Co. Pte. Ltd. Series data maintained by Tai Tone Lim (tltai@wspc.com.sg). Access Statistics for this journal. Track citations for all items by RSS feed Is something missing from the series or not right? See the RePEc data check for the archive and series. Volume 09, issue 04, 2010 Investigating Barriers to Knowledge Management Success: A Conceptual Model and a Comparative Case Analysis pp. 303-318 Downloads Chihab BenMoussa Personal Knowledge Abilities and Knowledge Management Success pp. 319-327 Downloads Iftikhar Hussain, Shakeel Ahmed and Steven Si An Analysis of the Impact of Blogging on Knowledge Processes pp. 329-339 Downloads Stefania Mariano Knowledge Management in Small- and Medium-Sized Enterprises pp. 341-353 Downloads Joanna DiPasquale and Claire R. McInerney Staff Motivation at Kuwait University Libraries pp. 355-363 Downloads Taghreed Alqudsi-ghabra and Huda H. Mansouri Technology Transfer Mediations of Technical Writers: Perspectives from the Philippine Software Industry pp. 365-375 Downloads Francis Raymond Calbay KM Modules: An Analysis of Coursework pp. 377-385 Downloads Sajjad ur Rehman and Haya Sumait Contribution of Knowledge Management Practices in Creating Sustainable Competitive Advantage for Business Schools in India pp. 387-397 Downloads Pankaj Madan and Sheetal Khanka Volume 09, issue 03, 2010 A Series of Encounters: The Information Behaviour of Participants in a Subject-Based Electronic Discussion List pp. 183-201 Downloads Sally Irvine-Smith Knowledge Economy in India: Challenges and Opportunities pp. 203-225 Downloads Sonali Bhattacharya Information and Communication Technology (ICT) Policy: A Quantitative Assessment for Sustainable Development pp. 227-239 Downloads Mirghani S. Mohamed, Mona A. Mohamed and Kevin J. O'Sullivan Growing the ERM Energy and
The CTSA as an Exemplar Framework for Developing Multidisciplinary Translational Teams ... - 0 views
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"The CTSA as an Exemplar Framework for Developing Multidisciplinary Translational Teams William J. Calhoun M.D.1,2,†, Kevin Wooten Ph.D.1,3,†, Suresh Bhavnani Ph.D.1,4, Karl E. Anderson M.D.1,2,4, Jean Freeman Ph.D.1,2,4, Allan R. Brasier M.D.1,2 Article first published online: 17 OCT 2012 DOI: 10.1111/cts.12004 © 2012 Wiley Periodicals, Inc. Issue Cover image for Vol. 5 Issue 5 Clinical and Translational Science Early View (Online Version of Record published before inclusion in an issue) Additional Information(Show All) How to CiteAuthor InformationPublication History SEARCH Search Scope Search String Advanced > Saved Searches > ARTICLE TOOLS Get PDF (7156K) Save to My Profile E-mail Link to this Article Export Citation for this Article Get Citation Alerts Request Permissions More Sharing ServicesShare|Share on citeulikeShare on connoteaShare on deliciousShare on www.mendeley.comShare on twitter Abstract Article References Supporting Information Cited By View Full Article with Supporting Information (HTML) Get PDF (7156K) Keywords: team science; multidisciplinary teams; translational research Abstract Translational science requires that scientists from multiple disciplines work together to improve the prevention, diagnosis, and treatment of human disease. Although a literature exists on the design and management of multidisciplinary teams, little has been written on multidisciplinary translational teams (MTTs). MTTs are distinct hybrid entities, with goals taken from both industry and academic models. We identified 30 design factors in 10 domains from a literature survey relevant to our MTT model: specific goals, structures, and processes. These dimensions were adapted to our own institutional environment in the selection and management of 11 MTTs that exploited resources of University of Texas Medical Branch (UTMB) Clinical and Translational Sciences Award
Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs - 0 views
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"Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs 1 year ago 1 Comments 120 Views Project, Program & Portfolio Management 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."
Tips for virtual team leaders: Teach your employees to manage up - Online Collaboration - 0 views
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"Tips for virtual team leaders: Teach your employees to manage up By Jessica Stillman Mar. 16, 2012, 6:02am PT 2 Comments inShare32 Managing a virtual team is like managing a traditional team on steroids. If miscommunications and blurry understandings of responsibility will hurt you in an office-based team, they'll torpedo your work if your team is hundreds of miles away. (On the upside, research indicates that you're less likely to be irked by the human foibles and political intrigues of your co-workers when you're not forced into close daily proximity.) Which means that while tried-and-true management practices like setting measurable goals, holding people to account and praising success continue to hold in a virtual team setting, other aspects of being a boss need to be beefed up and refined for the specific case of remote teams. What are these essential tweaks for managing virtually? Blog Workshifting recently came up with a list of seven. Old standbys, like providing your team with the proper tools, are solid reminders but probably won't come as an eye-opener to most - however, one tip in particular may have never occurred to managers of remote teams in quite the way Workshifting puts it. The blog suggests: Tell them how to manage up. Telework team members aren't in the office all the time learning how you work. Instead of making your team members figure out the best time to get your attention - tell them. Let them know the best topics to cover via email and the ones they should call about. Also inform them of those things they can just handle and never tell you. Or the ones they can handle and tell you after the fact. As managers, we spend a lot of time trying to figure out the right ways to direct employees, to coach their performance and to recognize them properly. Why not also let employees know how they should deal with you as their manager? It would save a lot of time and frustration. This is in line with advice from commu
5 secrets to managing a virtual team | SmartBlogs - 0 views
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" General Management Guest Blogger 5 secrets to managing a virtual team By Yael Zofi on December 7th, 2011 | Comments (0) 24 inShare Yael Zofi is founder and CEO of human capital consulting firm AIM Strategies and author of the new book "A Manager's Guide to Virtual Teams." Her organization development work focuses on helping leaders and their teams become more successful through organizational alignment. She has created many team-based alignment tools, facilitated global team strategy retreats, designed international talent management programs and facilitated merger integrations with three global organizations. As a virtual manager, how can you tell if someone is really working? When a team member continually pushes back deadlines, are the reasons valid? How long does it take to detect someone who is not fulfilling his or her responsibilities in a virtual environment? What do you do if someone stops responding to your e-mails and phone calls, and you cannot stop by his or her desk? Is this team member lost, missing or just avoiding you? Many clients tell me that the virtual environment makes it easier for team members to hide. Some members may take advantage of the lack of daily oversight and get "lost" - hence the phrase "lost riders." The first clue is that deadlines are continually pushed back, and then deliverables aren't produced for days, weeks or months. The critical time to notice situations that could lead to potential issues is during the early phase of a new project or when a new member joins the team. And when you do notice a problem, follow these helpful tips to resolve them. Tips for handling lost riders: Have short-term goals and deliverables. That way, you can identify issues early. Bring issues to light as soon as you discover them. Discuss them with the members involved. Come up with techniques to deal with people who are not responding. You can prevent this behavior by creating team rules early in the life of
Virtual Reality and Environments | InTechOpen - 0 views
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"Virtual Reality and Environments Edited by Cecilia Sik Lanyi, ISBN 978-953-51-0579-4, Hard cover, 204 pages, Publisher: InTech, Published: April 27, 2012 under CC BY 3.0 license, in subject Human-Computer Interaction DOI: 10.5772/2387 Virtual Reality is clearly interdisciplinary research. It has, not only Information Technology importance but social, educational, economical importance too. It combines multiple disciplines for the development of virtual reality systems in which the user has the immersive feeling of being in the real world. Virtual reality has several applications in almost all fields of real life. The most typical fields for the application of virtual reality are health-care, engineering and game industry. This book may be a solid basis for the novice and advanced engineers who would like to develop user friendly Virtual Environments for education, rehabilitation and other applications of Virtual Reality. Our book provides a resource for wide variety of people including academicians, designers, developers, educators, engineers, practitioners, researchers, and graduate students. This book is indexed in: Worldcat Base AZ ebsco Scirus Google Scholar Book contents Chapter 1Virtual Environments in Physical Therapyby Felix O. Akinladejo Chapter 2A Survey of Some Virtual Reality Tools and Resourcesby Moses Okechukwu Onyesolu, Ignatius Ezeani and Obikwelu Raphael Okonkwo Chapter 3Training of Procedural Tasks Through the Use of Virtual Reality and Direct Aidsby Jorge Rodríguez, Teresa Gutiérrez, Emilio J. Sánchez, Sara Casado and Iker Aguinaga Chapter 4The Users' Avatars Nonverbal Interaction in Collaborative Virtual Environments for Learningby Adriana Peña Pérez Negrón, Raúl A. Aguilar and Luis A. Casillas Chapter 5ROTATOR Model: A Framework for Building Collaborative Virtual Workspacesby Charles J. Lesko Jr, Christine R. Russell and Yolanda A. Hollingsworth Chapter 6Optical Touch Screen and Its Application as a Next Genera
Story02:OCT00 - 0 views
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"ABSTRACT With the advent of ecommerce and the growth of 'open' systems communications networks, managers in industry have been confronted by the assaults of technology, an evolving employee profile, and changing sets of leadership and motivational challenges. Corporate management architectures, so firmly built for the age of globalization, are today's ruins of the global village. The virtually-extended enterprise can no longer be managed with the tools of a lost era. A new management model is evolving that supports existing and future knowledge platforms and reengineers rather than retards knowledge creation and systems. This chapter examines a Cybercentristic management model based upon a series of dynamics taken from past research, including collaborative workplace technologies, knowledge leadership methodologies, and knowledge sharer and knowledge sharing networks. These are contrasted against Geocentric values. The results of this discussion are keyed into a Cybercentric teleology, constructed to form the basis for future research into the knowledge management model heir-apparent for the cyber century."
Assessing the Quality of Teamwork in Virtual Teams | Leading Virtually - 0 views
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"Assessing the Quality of Collaboration in Virtual Teams Posted in June 12th, 2008 by Betsy Carroll in Challenges, Collaboration, Leadership, Teamwork For those who are interested in virtual team collaboration, the concept of teamwork is crucial. But rarely is "teamwork" actually defined. Just as the adage goes, we know it when we see it, but we may have trouble explicitly saying what makes for good teamwork. This week, Surinder sent me an academic journal article by Martin Hoegl and Hans Georg Gemuenden that has great practical application for defining what good collaboration or teamwork consists of. The authors call their concept "teamwork quality", and define it in terms of 6 facets. They are: Communication Coordination Balance of member contributions Mutual support Effort Cohesion The authors found evidence that teamwork quality is related both to team performance (defined by quality and efficiency) and personal success of team members (defined by satisfaction and learning). This post, based on that article, has two pieces. First, I will briefly define and describe each facet of teamwork quality. This should be useful for people in the field to assess the quality of their virtual teamwork. Second, I will discuss some ways to foster teamwork quality when the team is virtual, something the authors of the article don't specifically discuss. Please note that the term "teamwork quality" in this article does not include the nature of the team's task or the quality of interactions with others outside the team - it is only about the processes within a team. 1. Communication: How frequent, informal, direct, and open is your team's communication? Generally, more frequent communication is productive, but this should be relative to what is sufficient or necessary for the task. The authors describe informal communication as being more spontaneous. Direct communication happens when people talk to one another rather than relayi
Building Effective Virtual and Remote Teams Handbook | - 0 views
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"The Building Effective Virtual and Remote Teams Handbook offers tools and tips to help accelerate new team formation so that you can move quickly to ensure your teams are in place to meet customer needs as well as to help existing teams assess their effectiveness and develop plans and strategies to improve."
cooltoolsforschools - Audio Tools - 0 views
Task Types and Team-Level Attributes - 0 views
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"Task Types and Team-Level Attributes Synthesis of Team Classification Literature Jessica L. Wildman1 Amanda L. Thayer1 Michael A. Rosen2 Eduardo Salas1 John E. Mathieu3 Sara R. Rayne4 1University of Central Florida, Orlando, FL, USA 2Johns Hopkins University School of Medicine, Baltimore, MD, USA 3University of Connecticut, Storrs, CT, USA 4FedEx Corporate Services, Memphis, TN, USA Eduardo Salas, University of Central Florida, Institute for Simulation and Training, 3100 Technology Parkway, Orlando, FL 32826, USA Email: esalas@ist.ucf.edu Abstract Within team research, there is no shortage of literature classifying teams. However, the team taxonomic literature suffers from a few limitations. First, many taxonomies claim to classify teams into mutually exclusive classes, yet when examined closely, are not. Second, some of the most well-known taxonomies are descriptive of various tasks teams engage in, but not of the holistic team-level properties that define different types of teams. A clear understanding of both is necessary if human resource development (HRD) professionals are to develop and train different teams effectively. Therefore, the purpose of the current article is twofold: to present an integrative taxonomy of task types and a set of team-level characteristics that have been carefully synthesized from the prior literature and to explain how these tools can be used in conjunction to inform team-oriented HRD research and practice. "
What is your idea about the paper entitled "The Effectiveness of Virtual R&D Teams in S... - 0 views
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"hat is your idea about the paper entitled "The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs" available on line on http://eprints.um.edu.my/2162/1/10-2-03-Nader_IEMS.pdf . eprints.um.edu.my eprints.um.edu.my 8 days ago Like Comment Unfollow Flag More João Matias, Carlos Luna Huertas and 2 others like this 8 comments Steven Wu StevenUnfollow Steven Wu * I skimmed through the paper and noted that the respondents's comments were pretty generic. From the paper, it appears that these projects were mostly internal efforts with little external contributions. Some suggested areas for further analysis and investigation : - what are the preferred model? eg, completely virtual / hybrid, eg, cross job-posting - are research institutes / universities involved as virtual partners? what is the model for tech transfer? - do the projects involved mostly internal cross-divisional teams or are external partners involved? - how is project management implemented? PMO? - are the new products mostly incremental innovations? - are new product development initiated in response to perceived local market needs or by a global partner to address regional/global markets? - are there any examples of radical innovations, ie, new to the world market? - do MNC collaborate with SME virtually and which parties are the drivers/initiators ? - is IP sharing a key consideration before embarking on collaboration between SMEs and what is the preferred mode? 5 days ago * Like Ignasi Papell Garcia IgnasiUnfollow Ignasi Papell Garcia * I fully agree with Mr. Wu's comments amd suggestions for further research. Another issue could be if virtual teams among different SMEs in collaborative projects could be useful, for instance within a cluster's project... Regards, Ignasi Cluster manager of AINS-functional foods cluster in Catalonia 5 days ago * Like Steven Wu StevenUnfollow Steven Wu * And to add : - what unexpected risks/problems have been
Collaboration Tools | 15 Free Online Collaboration Tools | Collaborative Learning - 0 views
Virtual Teams: Key Success Factors - Part 1 | Project Management Tips || Project Manage... - 0 views
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"Posted by Brad Egeland virtual team11 300x233 Virtual Teams: Key Success Factors Part 1The business justification for virtual teams is strong. They increase speed and agility and leverage expertise and vertical integration between organizations to make resources readily available. Virtual teams also lessen the disruption of people's lives because the people do not have to travel to meet. And in today's business world that's big. That's green. Team members can also broaden their careers and perspectives by working across organizations and cultures and on a variety of projects and tasks. Although the effective use of electronic communication and collaboration technologies is fundamental to the success of a virtual team, virtual teams entail much more than technology and computers. When virtual teams and their leaders are asked about successes and failures, they rarely mention technology as a primary reason for either. While it's important that software packages such as Seavus' Project Planner or Project Viewer are used to keep virtual teams informed and in sync, it's not all about technology. There are seven key success factors for virtual teams, of which technology is only one. Others are human resource policies, training and development for team leaders and team members, standard organizational and team processes, organizational culture, leadership, and leader and member competencies. We'll look at these in more detail in the next article. Not all of the key success factors need to be in place for virtual teams to succeed. The implementation of virtual teams within an organization can actually push toward the attainment of key success factors. Successful virtual teams seem to demand certain conditions, and the existence of the teams will, over time, help to create the infrastructure conditions that make them work. NORTEL's Information Systems Group implemented virtual teams before it had attained many of the key success factors. The t
tools - Radical Real-Time - 0 views
"Virtual Collaborative R&D Teams in Malay" by Nader Ale Ebrahim, et al. - 0 views
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"Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs Nader Ale Ebrahim, Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya Shamsuddin Ahmed Salwa Hanim Abdul Rashid Zahari Taha M. A. Wazed 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. Suggested Citation ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H., TAHA, Z. & WAZED, M. A. 2012. Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs. Advanced Materials Research, 433-440, 1653-1659. 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 "
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