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Nader Ale Ebrahim

EconBiz Search Results:  creator:"Ale Ebrahim, Nader" - 0 views

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    " 1 Book / Working Paper Technology Use in the Virtual R&D Teams Year: 2011 Person: Ale Ebrahim, Nader; Ahmed, Shamsuddin; Hanim, Salwa; Hanim, Salwa; Taha, Zahari Institution: Volkswirtschaftliche Fakultät, Ludwig-Maximilians-Universität Availability: Full text Full text Bookmark record Ergenbis drucken Export 2 Book / Working Paper The effectiveness of virtual R&D Teams in SMEs: experiences of Malaysian SMEs Year: 2011-04-07 Person: Ale Ebrahim, Nader; Rashid, Abdul; Hanim, Salwa; Ahmed, Shamsuddin; Taha, Zahari Institution: Volkswirtschaftliche Fakultät, Ludwig-Maximilians-Universität Availability: Full text Full text Bookmark record Ergenbis drucken Export 3 Book / Working Paper Virtual Teams: A New Opportunity to Develop a Business Year: 2010 Person: Ale Ebrahim, Nader; Ahmed, Shamsuddin; Rashid, Abdul; Hanim, Salwa; Taha, Zahari Institution: Volkswirtschaftliche Fakultät, Ludwig-Maximilians-Universität Availability: Full text Full text Bookmark record Ergenbis drucken Export 4 Book / Working Paper Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs Year: 2010-07-01 Person: Ale Ebrahim, Nader; Ahmed, Shamsuddin; Taha, Zahari Institution: Volkswirtschaftliche Fakultät, Ludwig-Maximilians-Universität Availability: Full text Full text Bookmark record Ergenbis drucken Export 5 Book / Working Paper Critical factors for new product developments in SMEs virtual team Year: 2010 Person: Ale Ebrahim, Nader; Ahmed, Shamsuddin; Taha, Zahari Institution: Volkswirtschaftliche Fakultät, Ludwig-Maximilians-Universität Availability: Full text Full text Bookmark record Ergenbis drucken Export 6 Book / Working Paper Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs Year: 2010-11-11 Person
Nader Ale Ebrahim

A conceptual model of virtual product development process - 0 views

  • A conceptual model of virtual product development process Alternative title:  A Conceptual Model of Virtual Product Development Process Year:  2009-04-30 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 ... [more] 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. [less] Person:  Ale Ebrahim, Nader; Ahmed, Shamsuddin; Taha, Zahari Institution:  Volkswirtschaftliche Fakultät, Ludwig-Maximilians-Universität Series:  MPRA PaperMPRA Paper Subject:  Modified Stage-Gate System; Virtual Product Development; Conceptual Model Classification:  jel-M12; jel-O32; jel-L17; jel-L1; jel-L2; jel-M11; jel-M1; jel-O3; jel-P4; ab
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    "A conceptual model of virtual product development process Alternative title: A Conceptual Model of Virtual Product Development Process Year: 2009-04-30 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 ... [more] Person: Ale Ebrahim, Nader; Ahmed, Shamsuddin; Taha, Zahari Institution: Volkswirtschaftliche Fakultät, Ludwig-Maximilians-Universität Series: MPRA PaperMPRA Paper Subject: Modified Stage-Gate System; Virtual Product Development; Conceptual Model Classification: jel-M12; jel-O32; jel-L17; jel-L1; jel-L2; jel-M11; jel-M1; jel-O3; jel-P4; jel-L15 Type of publication: Buch / Working Paper Title record from database: RePEc - Research Papers in Economics Availability: Full text Full text Bookmark record Ergenbis drucken Export"
Nader Ale Ebrahim

Virtual teams: A literature review - 0 views

  • Virtual teams: A literature review Alternative title:  Virtual Teams: A Literature Review Year:  2008-12 Abstract:  In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employee ... [more] In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified and extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted. [less] Person:  Ale Ebrahim, Nader; Ahmed, Shamsuddin; Taha, Zahari Institution:  Volkswirtschaftliche Fakultät, Ludwig-Maximilians-Universität Series:  MPRA PaperMPRA Paper Subject:  Virtual team; Literature review; Effective virtual team Classification:  jel-L11; jel-O32; jel-M12; jel-L1; jel-L7; jel-O1; jel-M11; htt
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    "Virtual teams: A literature review Alternative title: Virtual Teams: A Literature Review Year: 2008-12 Abstract: In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employee ... [more] Person: Ale Ebrahim, Nader; Ahmed, Shamsuddin; Taha, Zahari Institution: Volkswirtschaftliche Fakultät, Ludwig-Maximilians-Universität Series: MPRA Paper Subject: Virtual team; Literature review; Effective virtual team Classification: jel-L11 Type of publication: Buch / Working Paper Note: Published in Australian Journal of Basic and Applied Sciences 3.3(2009): pp. 2653-2669 Title record from database: RePEc - Research Papers in Economics Link to database: http://econpapers.repec.org/RePEc:pra:mprapa:27001 Availability: Full text Online Click for full-text (item) "
Nader Ale Ebrahim

Taylor & Francis Online :: Factors affecting university teaching team effectiveness in ... - 0 views

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    "Journal of Further and Higher Education Factors affecting university teaching team effectiveness in detached working environments Factors affecting university teaching team effectiveness in detached working environments Preview Buy now DOI: 10.1080/0309877X.2012.722201 Roger Bennetta* & Suzanne Kaneb Received: 01 May 2012 Accepted: 13 Aug 2012 Version of record first published: 24 Sep 2012 Article Views: 8 Alert me Abstract This paper presents the outcomes of a study of the factors that contribute to teaching team effectiveness in situations where team members rarely meet face to face. Academic faculty within a university Business School were asked to report the degrees to which they believed that the module teaching teams to which they belonged contained members who (1) were satisfied and committed, and (2) regarded their teams as cohesive and as engaging in reliable and useful internal communications. All the teams covered by the study operated in 'detached' manners. Team members' perceptions of the presence within their teams of trust, shared understanding, disparate educational orientations among participants and certain leadership styles were also examined. A model of the determinants of detached team effectiveness was constructed and tested. The respondents' opinions vis-à-vis levels of satisfaction, commitment, cohesion and the value of internal team communications were then compared with metrics concerning student satisfaction and rates of progression on specific modules. Trust, shared understanding, differences in educational orientation among team members, conflict and the frequency of (though not the length of time spent on) communications emerged as major influences on perceptions of team effectiveness. Teams that were regarded as operating effectively appeared to be associated with higher student satisfaction and progression ratings. View full text Download full text Keywords Detached teaching teams, team conflict,
Nader Ale Ebrahim

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

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

Emerald | European Business Review | Development of interorganizational trust in virtua... - 0 views

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    "Development of interorganizational trust in virtual organizations: An integrative framework Document Information:Title: Development of interorganizational trust in virtual organizations: An integrative framework Author(s): Debmalya Mukherjee, (College of Business Administration, The University of Akron, Akron, Ohio, USA), Robert W. Renn, (Fogelman College of Business and Economics, The University of Memphis, Memphis, Tennessee, USA), Ben L. Kedia, (Robert Wang Center for International Business Education and Research, The University of Memphis, Memphis, Tennessee, USA), Deepraj Mukherjee, (Department of Business, Waldorf College, Forest City, Iowa, USA) Citation: Debmalya Mukherjee, Robert W. Renn, Ben L. Kedia, Deepraj Mukherjee, (2012) "Development of interorganizational trust in virtual organizations: An integrative framework", European Business Review, Vol. 24 Iss: 3, pp.255 - 271 Keywords: Boundary spanner, Interorganizational trust, Interpersonal trust, Social exchange theory, Trust, Trustworthiness, Virtual organizations Article type: Conceptual paper DOI: 10.1108/09555341211222503 (Permanent URL) Publisher: Emerald Group Publishing Limited Acknowledgements: An earlier version of this manuscript was presented at the Southern Management Association (SMA), 2005 annual meeting, Charleston, USA. The authors would like to thank Editor Dr Goran Svensson, the anonymous reviewers, and Dr Somnath Lahiri, and Amrapali Gupta for their immensely insightful comments and guidance. Abstract: Purpose - A virtual organization (VO) is a set of geographically dispersed and functionally diverse organizational entities interconnected by electronic forms of communication that cooperate with one another for a common valued outcome. The objective of this article is to propose a research framework that illustrates the development of trust between VOs. Design/methodology/approach - This paper provides an overview of literature on VOs, identifies antecedents of trustworthiness i
Nader Ale Ebrahim

SSOAR: Definition of Virtual R&D Teams - 0 views

  • Definition of Virtual R&D Teams Ale Ebrahim, Nader Quelle: ; Kuala Lumpur: 2012 [Sonstiges] Volltext herunterladen (190 KByte) Zitationshinweis Bitte beziehen Sie sich beim Zitieren dieses Dokumentes immer auf folgenden Persistent Identifier (PID): http://nbn-resolving.de/urn:nbn:de:0168-ssoar-314411 Weitere Angaben: DokumentartSonstiges Seitenumfang 2 S. Schlagwörter aus dem Thesaurus Sozialwissenschaften Definition; virtuelles Unternehmen; Teamarbeit; computervermittelte Kommunikation Begutachtungnicht begutachtet Sprache DokumentEnglisch StatusPreprint Neuaufnahmedatum 12.08.2012 08:37 LizenzrechteDigital Peer Publishing License - Freie DIPP-Lizenz
  • Definition of Virtual R&D Teams Ale Ebrahim, Nader Quelle: ; Kuala Lumpur: 2012 [Sonstiges] Volltext herunterladen (190 KByte)
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    " Español English Home Blättern Dokumentensuche Neues Dokument hinzufügen Volltext herunterladen (190 KByte) Mehr von Ale Ebrahim, Nader Export für Ihre Literaturverwaltung Übernahme per Copy&Paste Bibtex-Export Endnote-Export Zitationshinweis Verschiedene Zitationstile: Chicago Zeitschrift für Soziologie Weiterempfehlen Bookmark and Share Definition of Virtual R&D Teams Ale Ebrahim, Nader Quelle: ; Kuala Lumpur: 2012 [Sonstiges] fulltextDownloadVolltext herunterladen (190 KByte) Zitationshinweis Bitte beziehen Sie sich beim Zitieren dieses Dokumentes immer auf folgenden Persistent Identifier (PID): http://nbn-resolving.de/urn:nbn:de:0168-ssoar-314411 Weitere Angaben: Dokumentart Sonstiges Seitenumfang 2 S. Schlagwörter aus dem Thesaurus Sozialwissenschaften Definition; virtuelles Unternehmen; Teamarbeit; computervermittelte Kommunikation Begutachtung nicht begutachtet Sprache Dokument Englisch Status Preprint Neuaufnahmedatum 12.08.2012 08:37 Lizenzrechte Digital Peer Publishing License - Freie DIPP-Lizenz"
Nader Ale Ebrahim

Virtual teams: A literature review - EconBiz - 0 views

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    "Virtual teams: A literature review In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and s... Full description Alternative title: Virtual Teams: A Literature Review Year of Publication: 2008-12 Authors: Ale Ebrahim, Nader; Ahmed, Shamsuddin; Taha, Zahari Institutions: Volkswirtschaftliche Fakultät, Ludwig-Maximilians-Universität Series: MPRA Paper Subjects: Virtual team | Literature review | Effective virtual team Classification: jel-L11; jel-O32; jel-M12; jel-L1; jel-L7; jel-O1; jel-M11; jel-M54; jel-P42; jel-O3 Type of Publication: Book / Working Paper Notes: Published in Australian Journal of Basic and Applied Sciences 3.3(2009): pp. 2653-2669 Title record from database: RePEc - Research Papers in Economics Availability: Full text Full text More options Cite Email Export Bookmark Description Summary: In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considerin
Nader Ale Ebrahim

A conceptual model to improve performance in virtual teams | Dube | SA Journal of Infor... - 0 views

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    "Home > Vol 18, No 1 (2016) > Dube Original Research Bookmark and Share A conceptual model to improve performance in virtual teams Shopee Dube, Carl Marnewick SA Journal of Information Management; Vol 18, No 1 (2016), 10 pages. doi: 10.4102/sajim.v18i1.674 Submitted: 01 March 2015 Published: 28 September 2016 Abstract Background: The vast improvement in communication technologies and sophisticated project management tools, methods and techniques has allowed geographically and culturally diverse groups to operate and function in a virtual environment. To succeed in this virtual environment where time and space are becoming increasingly irrelevant, organisations must define new ways of implementing initiatives. This virtual environment phenomenon has brought about the formation of virtual project teams that allow organisations to harness the skills and knowhow of the best resources, irrespective of their location. Objectives: The aim of this article was to investigate performance criteria and develop a conceptual model which can be applied to enhance the success of virtual project teams. There are no clear guidelines of the performance criteria in managing virtual project teams. Method: A qualitative research methodology was used in this article. The purpose of content analysis was to explore the literature to understand the concept of performance in virtual project teams and to summarise the findings of the literature reviewed. Results: The research identified a set of performance criteria for the virtual project teams as follows: leadership, trust, communication, team cooperation, reliability, motivation, comfort and social interaction. These were used to conceptualise the model. Conclusion: The conceptual model can be used in a holistic way to determine the overall performance of the virtual project team, but each factor can be analysed individually to determine the impact on the overall performance. The knowledge of performance criteria for virtual proj
Nader Ale Ebrahim

6 Communication Tips for Distributed Agile Teams - Voices on Project Management - 0 views

  • 6 Communication Tips for Distributed Agile Teams By Bill Krebs on January 11, 2013 10:15 AM | Permalink | Comments (0) Distributed agile teams have to overcome distance and time to achieve what Alistair Cockburn describes as "osmotic communication" -- tacit knowledge and spontaneous discussion. Speakers at an October 2012 summit on distributed agile teams offered six tips for improving high-bandwidth communication:1. Make a Time Zone Table. You may know this already, but this tool is a must for finding times for meetings required by your agile process, including daily Scrum meetings, estimating, planning, demos and retrospectives. To create one, use a spreadsheet to list rows of times for potential meetings and corresponding time zones for all members. For example:Mind the International Date Line and daylight savings time. Then apply your matrix to a range of dates, before or after daylight savings time changes. For example, a December call between New York and India would be at 7:00 a.m. EST/5:30 p.m. India time -- but in June, it is 4:30 p.m. India time. Online date and time tools are useful when putting together this matrix.Be aware of each location's typical work hours, and make a separate table or calendar of holidays. 2. Break language barriers. Even when remote team members speak the same language, don't assume smooth communications. For example, some people have heavier accents than others. Language barriers can particularly impact the efficiency of agile teams, which include daily standup meetings. One solution is to assign a spokesperson with better language skills in the team's common language (English, for example). Also, be mindful of cultural metaphors and idioms that may not make sense in other countries. 3. Increase visibility. Because agile teams use task boards to show stories and associated work, communications can become complicated for distributed teams. To show the many visual elements used in agile -- from notecards on a wall to task boards -- teams need to think beyond web cameras. Try using online tools, which can range from free task boards to full-service applications with analytics and portfolio management. Or opt for spatial collaboration environments such as Terf©. Terf shows cards for each task on the wall in the context of other charts and team members. Online virtual rooms deliver contextual information and a sense of co-presence, where distributed agile teams experience the collaboration they are accustomed to in a face-to-face environment.4. Improve sound. Agile teams rely on high-bandwidth communication. And clear audio is essential in the frequent meetings necessary in the agile process. So if you are using voiceover IP, avoid wireless for a more stable connection. Little things go a long way in improving sound quality, too. Use a USB headset or ear buds to avoid feedback and echoes from built-in speakers. Consider investing in a better microphone. Some have digital signal processing to reduce noise, some are excellent for large rooms and some have different patterns to accept or reject sound. Finally, provide text chat for backup communication and questions during a long discussion. 5. Go on the record. Recording audio from conference calls and screens from slide presentations keep team members informed if they cannot attend in real time. This is especially helpful for informing offshore team members in crucial content meetings, such as agile planning. Just beware that without the interactivity, it is harder for people to remain engaged. So with recordings, try to keep it short.6. Organize by component, not role. Some teams may be tempted to assign people in one location one role. Yet team members on agile teams are encouraged to share roles. So what's the solution? Cross-functional teams by location, working on a subset of your project. This improves communication between locals, reducing overhead.What communication challenges and solutions have you experienced for your distributed teams?Go beyond communication tips -- find out how to apply measures and metrics of agile techniques into your projects. PMI members can dig deeper into the topic, with expert tips on the many facets of agile.
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    "6 Communication Tips for Distributed Agile Teams By Bill Krebs on January 11, 2013 10:15 AM | Permalink | Comments (0) Distributed agile teams have to overcome distance and time to achieve what Alistair Cockburn describes as "osmotic communication" -- tacit knowledge and spontaneous discussion. Speakers at an October 2012 summit on distributed agile teams offered six tips for improving high-bandwidth communication: 1. Make a Time Zone Table. You may know this already, but this tool is a must for finding times for meetings required by your agile process, including daily Scrum meetings, estimating, planning, demos and retrospectives. To create one, use a spreadsheet to list rows of times for potential meetings and corresponding time zones for all members. For example: PMI Voices Bill Krebs Time Zone Table.pngMind the International Date Line and daylight savings time. Then apply your matrix to a range of dates, before or after daylight savings time changes. For example, a December call between New York and India would be at 7:00 a.m. EST/5:30 p.m. India time -- but in June, it is 4:30 p.m. India time. Online date and time tools are useful when putting together this matrix. Be aware of each location's typical work hours, and make a separate table or calendar of holidays. 2. Break language barriers. Even when remote team members speak the same language, don't assume smooth communications. For example, some people have heavier accents than others. Language barriers can particularly impact the efficiency of agile teams, which include daily standup meetings. One solution is to assign a spokesperson with better language skills in the team's common language (English, for example). Also, be mindful of cultural metaphors and idioms that may not make sense in other countries. 3. Increase visibility. Because agile teams use task boards to show stories and associated work, communications can become complicated for distributed teams. To show the many visual elements used i
Nader Ale Ebrahim

SSRN Author Page for Ale Ebrahim, Nader - 0 views

  • Nader Ale Ebrahim's Scholarly Papers
  • Nader Ale Ebrahim's Scholarly Papers
  • Nader Ale Ebrahim's Scholarly Papers
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  • Citation Frequency and Ethical Issue | Show Abstract Hide Abstract | Download | Electronic Physician, 6(2), 814-815. Accepted Paper Series Ale Ebrahim, Nader University of Malaya (UM) - Department of Engineering Design and Manufacture, Faculty of Engineering Posted: 2   Abstract: Dear Editor: I read your publication ethics issue on “bogus impact factors” with great interest (1). I would like to initiate a new trend in manipulating the citation counts. There are several ethical approaches to increase the number of citations for a published paper (2). However, it is apparent that some manipulation of the number of citations is occurring (3, 4). Self - citations, “those in which the authors cite their own works” account for a significant portion of all citations (5). With the advent of information technology, it is easy to identify unusual trends for citations in a paper or a journal. A web application to calculate the single publication h - index based on (6) is available online (7, 8). A tool developed by Francisco Couto (9) can measure authors’ citation impact by excluding the self - citations. Self - citation is ethical when it is a necessity. Nevertheless, there is a threshold for self - citations. Thomson Reuters’ resource, known as the Web of Science (WoS) and currently lists journal impact factors, considers self - citation to be acceptable up to a rate of 20%; anything over that is considered suspect (10). In some journals, even 5% is considered to be a high rate of self - citations. The ‘Journal Citation Report’ is a reliable source for checking the acceptable level of self - citation in any field of study. The Public Policy Group of the London School of Economics (LSE) published a handbook for “Maximizing the Impacts of Your Research” and described self - citation rates across different groups of disciplines, indicating that they vary up to 40% (11). Unfortunately, there is no significant penalty for the most frequent self - citers, and the effect of self - citation remains positive even for very high rates of self - citation (5). However, WoS has dropped some journals from its database because of untrue trends in the citations (4). The same policy also should be applied for the most frequent self - citers. The ethics of publications should be adhered to by those who wish to conduct research and publish their findings. Improve citation, Research impact, Publication ethics
Nader Ale Ebrahim

My Library - 0 views

  • 11 ITcon papers : Journal of Information Technology in Construction more from www.itcon.org - Cached - Text View - Edit - Delete - Share▼ Send to... Get Annotated Link... Generate report... Link to the meta page - Preview
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